Podcasts about Pepsi

Cardy, Matt, and Mat are here for all of your juicemaxxing needs. As well as further fuelling the Coke vs. Pepsi debate, they discuss the fact that GTA 6 doesn't have a disc at launch and the new gameplay details we learned. Also, Star Wars Galactic Racer is shaping up to be great, and Widow's Bay is a delightful slice of TV fun.  Check out the official IGN UK Podcast "Respect the Sea" shirt, which you can buy here: https://store.ign.com/products/ign-uk-podcast-respect-the-sea-t-shirt  Remember to send us your thoughts about all the new games, TV shows, and films you're enjoying or looking forward to: ign_ukfeedback@ign.com. IGN UK Podcast is a part of the Geek Media Podcast Network, an IGN Entertainment Brand. Visit Geek.com for more information. Learn more about your ad choices. Visit megaphone.fm/adchoices

Chris Burke reveals why most hybrid work policies fail—and how to turn hybrid work from a policy into a measurable system that improves productivity, reduces costs, and optimizes office space.If your hybrid work setup feels chaotic, expensive, or difficult to manage, this episode will change how you think about workplace operations. Chris Burke, founder of HybridHero, shares how enterprise organizations across 40+ countries use data, automation, and workplace intelligence to improve workforce coordination, office utilization, and financial performance.In this episode, you'll learn:• Why hot desking often fails—and how to avoid common workplace frustrations• How AI-powered desk booking helps teams coordinate automatically• Why Tuesday-Thursday office mandates create hidden productivity problems• How to use data to improve office utilization and reduce real estate costs• The importance of workforce behavior when designing office space• How visibility and coordination impact employee productivity• Why hybrid work should be managed as an operational system, not just a policy• Practical lessons from organizations successfully running hybrid workplaces at scaleAbout Chris BurkeChris Burke is the founder of HybridHero, a workplace operating platform used by organizations including Dyson, BMW, and Pepsi across more than 40 countries. He works with executives and leadership teams to solve one of the biggest challenges in modern business: making hybrid work productive, measurable, and financially efficient. Combining experience from both consulting and SaaS, Chris focuses on helping organizations optimize workforce behavior, office utilization, and workplace costs through better systems and data.Chapters00:00 Introduction• Meet Chris Burke and the conversation begins with workplace culture, accents, and hybrid work challenges.07:51 Optimizing a Tuesday-Thursday Hybrid Model• How organizations can improve coordination and visibility even without hot desking.08:31 The Problem with Everyone Coming In on the Same Days• Why rigid office schedules often create communication and collaboration gaps.30:34 Hot Desking Horror Stories• Real-world challenges of shared workspaces and why systems matter.34:50 AI Desk Booking• How managers can automatically coordinate teams and office space.36:48 The Joe and Eric Problem• Why poor scheduling leads to productivity losses and unnecessary friction.37:31 The HybridHero Interface• How color-coded floor plans and workplace visibility improve operations.45:00 How to Connect with Chris• Learn more about HybridHero and workplace optimization strategies.46:30 Closing• Final thoughts and where to find more episodes from 10X Your Team.Connect with Chris Burke:https://hybridhero.com/https://chrisburkeexec.com/https://www.linkedin.com/in/chris-burke-uk/https://www.instagram.com/hybridheroos/https://www.instagram.com/chrisburkeexec/https://www.youtube.com/@HybridHero-HH

I'm CT…  When I'm not busy being Arroe the podcaster, I live in the real world.  Everybody has to have a job.  Mine is C.S.  Customer Service.  Solutions, relationships while keeping my team motivated to keep a constant connection with each guest who's chosen to stop their day to visit our location.  Episode 228 Complete store reset, Pepsi hooks up with Poppi in the prebiotic dept and this isn't a chosen career.Become a supporter of this podcast: https://www.spreaker.com/podcast/arroe-collins-unplugged-totally-uncut--994165/support.

Pepsi just spent nearly $2 BILLION acquiring prebiotic soda brand Poppi.At first glance, it looks like a smart business move.But beneath the headlines lies a much bigger question:What happens when the companies that spent decades selling us sugar suddenly start selling us health?In this episode, Louise breaks down:✔ Why Pepsi bought Poppi ✔ The rise of prebiotic sodas ✔ The truth about gut health marketing ✔ Why wellness has become a billion-dollar industry ✔ The difference between healthy ingredients and healthy outcomes ✔ How women can avoid falling for expensive health shortcutsThis isn't about whether Poppi is good or bad.It's about learning how to separate health from health marketing.Because strength isn't something you buy.It's something you practice.#GutHealth #Poppi #Pepsi #womenshealth #strengthtraining #wellnessindustry #slaypodcast

Cardy, Matt, and Jack are here to give any insight they can into what the GTA 6 cover art reveals, catch up on SGF games, and deliver impressions of Disclosure Day and Toy Story 5. Check out the official IGN UK Podcast "Respect the Sea" shirt, which you can buy here: https://store.ign.com/products/ign-uk-podcast-respect-the-sea-t-shirt  Remember to send us your thoughts about all the new games, TV shows, and films you're enjoying or looking forward to: ign_ukfeedback@ign.com. IGN UK Podcast is a part of the Geek Media Podcast Network, an IGN Entertainment Brand. Visit Geek.com for more information. Learn more about your ad choices. Visit megaphone.fm/adchoices

Send us Fan MailMICHAEL Movie Review & Full Spoilers Revealed! Is the Michael Jackson biopic the best music biopic of all time? Today, we are diving deep into a full breakdown and spoiler review of the highly anticipated 2026 film 'Michael'. From his rise in the Jackson 5 to becoming the King of Pop, we break down the best scenes, the incredible cast performances, the direction, and provide our final verdict.#MichaelMovie #MichaelJackson #MovieReview #Thriller #MichaelJacksonBiopicABOUT THE FILM: Director: Antoine Fuqua (Training Day, The Equalizer)Screenwriter: John Logan (Gladiator, Skyfall) Key Cast & Characters:Jaafar Jackson as Michael JacksonJuliano Krue Valdi as young Michael JacksonColman Domingo as Joe JacksonNia Long as Katherine JacksonMiles Teller as John BrancaGlobal Box Office: 'Michael' has completely dominated the 2026 box office, crossing a massive $902 million globally and tracking rapidly toward the $1 billion milestone. It is currently one of the highest-grossing musical biopics of all time.CHAPTERS0:00 Intro & Audible Free Trial3:25 Who Was Michael Jackson11:46 Cast & Characters17:11 Top Spoiler Moments22:25 The VerdictKEY TOPICS COVERED IN THIS VIDEODid Jaafar Jackson accurately portray the King of Pop?How Antoine Fuqua handled the most controversial elements of MJ's life?How harsh was Joe Jackson on Michaels upbringing?The infamous Pepsi commercial fire that changed Michael's lifeDetailed analysis of the rise of MJ from the Jackson 5 to the Victory TourOur breakdown of the ending and the overall movie verdict.If you enjoyed this review, make sure to smash the LIKE button, drop your own review of the movie in the comments below, and SUBSCRIBE for more movie reviews, spoiler breakdowns, and box office updates!DMR is proud to be part of the Audible Creator Program. Support the channel and grab a 30-day free trial + any audiobook for free (even if you cancel!) here:

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Damon Haley Co‑founder of Glow and Flow Beauty, discussing his transition from entertainment and sports marketing into the beauty-supply industry, his mission to elevate service for Black and Brown communities, and the franchising model he is rolling out nationwide. Hosted by Rushion McDonald on Money Making Conversations Masterclass, the conversation highlights Haley’s business philosophy, community-driven approach, and long-term vision to create ownership opportunities through franchising.

→ Help us improve our podcast! Click here to fill out this three-minute survey. "My husband and I are expecting our first child next week, so he will be a first-time dad. But he never knew his own father, so he'll be learning how to be a dad without any sort of first-hand example. How can he navigate being a dad when he never had one?" - Erin After 20 years in the corporate world (with IBM, Pepsi and Goldman Sachs), Roland Warren spent 11 years as president of the National Fatherhood Initiative before joining Care Net in 2012 as president and CEO. A graduate of Princeton University and the Wharton School of Business at the University of Pennsylvania, Roland is an inspirational servant leader with a heart for Christ and a mind for business. As part of our lead up to Father's Day this month, we'll be talking with Roland primarily about the difference a dad can make, drawing on insights from his work with the National Fatherhood Initiative as well as how the impact of fathers informs his work at Care Net.  → Click here for Roland's Book, Bad Dads of the Bible

Wir sprechen heute über die top defensive Dividendenaktien der letzten Jahrzehnte. Dabei geht es um Unternehmen wie McDonald's, Coca-Cola, Pepsi, Hershey, Constellation Brands und viele weitere große Namen, mit denen Anleger in den vergangenen Jahrzehnten in der Regel gut gefahren sind. Diese Unternehmen haben sich insbesondere dadurch ausgezeichnet, dass sie selbst in Krisenzeiten zuverlässig Dividenden gezahlt und diese in den meisten Fällen sogar kontinuierlich erhöht haben. Doch nun zeichnet sich ein immer stärker werdender Trend rund um GLP-1-Medikamente ab. Die entscheidende Frage lautet daher: Könnten diese Medikamente dazu führen, dass die Erfolgsära dieser Dividendenstars ihrem Ende entgegengeht?
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 Zum Zeitpunkt der Erstellung dieses Beitrags war der Autor, Lars Erichsen, in folgenden der besprochenen Finanzinstrumente selbst investiert: Diageo, Unilever. Geplante Änderungen: Keine. Weitere Informationen entnehmen Sie bitte unserem Transparenzhinweis zum Umgang mit Interessenskonflikten: https://www.lars-erichsen.de/transparenz-und-rechtshinweis

Welcome To The Real Oshow,0:00 Intro0:55 World Cup Billions in Viewership2:45 What if the Best US Athletes Played Soccer? 4:50 FIFA's Clean Stadium Policy 6:40 BIG # Basketball IPO's8:30 SpaceX's Largest IPO's in History9:30 Closing Thoughts In this episode, we dive deep into the massive business behind the FIFA World Cup. We break down how a match between Mexico and South Africa drew 1.6 billion viewers despite neither team being a favorite. We expose FIFA's clean stadium policy, where stadium names vanish, and Pepsi venues transform into Coke hubs, revealing Coca-Cola's $400 million partnership that's projected to generate $2.8 billion. We ask: what if America fielded its best athletes in soccer? Then, we pivot to an inspiring story of a SpaceX welder who became a millionaire via company stock and could do it again at Blue Origin. Lastly, we break down the Big 3 basketball league's IPO and how it could change the game for Ice Cube and future players. It's business, sports, and unexpected twists, don't miss it!Check out our YouTube page - https://www.youtube.com/channel/UCoqz3s_B_VYHuQtuVIDxpiQTikTok - https://www.tiktok.com/@therealoshow?is_from_webapp=1&sender_device=pcTweet @zacharyowings2 with your thoughts about the podcast or suggestions for future shows.Music by Leno Tk - Greatness (Streaming on all platforms)

Today's story: The 'cola wars' of the 1980s and 1990s pitted Coca-Cola against Pepsi. Both brands had their classic recipes and their 'diet' alternatives. But as consumers pivoted away from full-sugar sodas, makers of fizzy drinks found a new hit: 'zero-sugar' recipes that tasted just like the original. Now, the hot debate among soda drinkers is between diet and zero-sugar recipes. Transcript & Exercises: https://plainenglish.com/873Get the full story and learning resources: https://plainenglish.com/873--Plain English helps you improve your English:Learn about the world and improve your EnglishClear, natural English at a speed you can understandNew stories every weekLearn even more at PlainEnglish.comMentioned in this episode:Hard words? No problemNever be confused by difficult words in Plain English again! See translations of the hardest words and phrases from English to your language. Each episode transcript includes built-in translations into Spanish, Portuguese, Chinese, German, French, Italian, Japanese, Polish, and Turkish. Sign up for a free 14-day trial at PlainEnglish.com

Ever wondered what your ultimate comfort meal would look like if you had no limits? Join me in Dee Parson's fantasy restaurant, where nostalgia and rebellion serve up a side of spicy popcorn chicken. From childhood influences like Grandma's canned Pepsi to the ultimate birthday cake handcrafted by a best friend's mother, Dee's choice of dishes reveals a lifelong journey of taste and sentiment.

This week: Inflation hit its highest rate in three years thanks to skyrocketing energy prices. Felix Salmon, Elizabeth Spiers, and Emily Peck, parse through what the various inflation numbers mean and discuss the Fed's and Donald Trump's blasé reaction to the situation. Then, with the trustees warning of its depletion by 2032, the hosts talk about the possible consequences of losing Social Security. And finally, they look at the natural experiment that revealed the unexpected connection between the iPhone and lower birth rates. In the Slate Plus episode: Is Anthropic vs OpenAI the new Coke vs Pepsi?Want to hear that discussion and hear more Slate Money? Join Slate Plus to unlock weekly bonus episodes. Plus, you'll access ad-free listening across all your favorite Slate podcasts. You can subscribe directly from the Slate Money show page on Apple Podcasts and Spotify. Or, visit slate.com/moneyplus to get access wherever you listen. Podcast production by Jessamine Molli. Hosted on Acast. See acast.com/privacy for more information.

This week: Inflation hit its highest rate in three years thanks to skyrocketing energy prices. Felix Salmon, Elizabeth Spiers, and Emily Peck, parse through what the various inflation numbers mean and discuss the Fed's and Donald Trump's blasé reaction to the situation. Then, with the trustees warning of its depletion by 2032, the hosts talk about the possible consequences of losing Social Security. And finally, they look at the natural experiment that revealed the unexpected connection between the iPhone and lower birth rates. In the Slate Plus episode: Is Anthropic vs OpenAI the new Coke vs Pepsi?Want to hear that discussion and hear more Slate Money? Join Slate Plus to unlock weekly bonus episodes. Plus, you'll access ad-free listening across all your favorite Slate podcasts. You can subscribe directly from the Slate Money show page on Apple Podcasts and Spotify. Or, visit slate.com/moneyplus to get access wherever you listen. Podcast production by Jessamine Molli. Hosted on Acast. See acast.com/privacy for more information.

This week: Inflation hit its highest rate in three years thanks to skyrocketing energy prices. Felix Salmon, Elizabeth Spiers, and Emily Peck, parse through what the various inflation numbers mean and discuss the Fed's and Donald Trump's blasé reaction to the situation. Then, with the trustees warning of its depletion by 2032, the hosts talk about the possible consequences of losing Social Security. And finally, they look at the natural experiment that revealed the unexpected connection between the iPhone and lower birth rates. In the Slate Plus episode: Is Anthropic vs OpenAI the new Coke vs Pepsi?Want to hear that discussion and hear more Slate Money? Join Slate Plus to unlock weekly bonus episodes. Plus, you'll access ad-free listening across all your favorite Slate podcasts. You can subscribe directly from the Slate Money show page on Apple Podcasts and Spotify. Or, visit slate.com/moneyplus to get access wherever you listen. Podcast production by Jessamine Molli. Hosted on Acast. See acast.com/privacy for more information.

#490 The Nerdlings Podcast: Building a Michael Jackson Box Set of Rarities (Billie Jean Pepsi Version)  The Nerdlings podcast  CLASS IS IN SESSION. As we start to build a boxset of rare MJ songs and career songs he was involved with.  Track #2 Billie Jean - Pepsi Version  Track #3 Billie Jean - extended version  Copyright Disclaimer: Under Section 107 of the Copyright Act 1976, allowance is made for "fair use" for purposes such as criticism, comment, news reporting, teaching, scholarship and research. Fair use is a use permitted by copyright statute that might otherwise be infringing. Non-profit, educational or personal use tips the balance in favor of fair use

PODCAST LAS NOTICIAS CON CALLE DE 12 DE JUNIO - Placas solares evitaron apagón mayor porque activaron sistema de baterías - El Vocero DACO presenta congelación de precios con tema del agua - WUNO Hoy sale SpaceX con valoración de 1.77 trillones a 135 la acción - Bloomberg Renuncia jefe de reconstrucción de PR por asuntos familiares confirma la gobernadora - Metro Bajo investigación del FEI el ex jefe de permisos y su jefa de personal - El Nuevo Día El ELA vuelve a estar en la palestar de los demócratas - El Nuevo Día 100 mil sin agua por avería en el Superacueducto tras el tanque de Pepsi no llenar y por eso se dan cuenta de avería - El Nuevo Día Federales investigan a cabildero de leyes de armas reporta Noticel Enmiendan acusación de Anthonieska - El Vocero Trump cambia de rumbo y nomina a nuevo jefe de inteligencia - Economist Se espera hoy Elon Musk se convierta en trillonario en teoría - Reuters UFC en Casa Blanca este domingo para celebrar el cumpleaños de Trump - WSJSi tienes T-Mobile, de seguro has disfrutado de los beneficios EXCLUSIVOS de los T-Mobile Tuesdays. • Yo he aprovechado descuentos en gasolina –que ahora más que nunca vienen bien- mantecados, revelado de fotos gratis, boletos exclusivos para conciertos top, y más.• Y este mes ya se cumplen 10 años desde que los clientes de T-Mobile tienen los mejores perks, sorpresas y descuentos cada martes en el app de T-Life.• Que, by-the-way, no es solo los martes, puedes redimir ofertas toda la semana.• Para celebrar, este mes de junio T-Mobile te trae unas ofertas especiales, bien brutales de tus cosas favoritas y de algunas nuevas. • Así que, descarga el app de T-Life para que no te pierdas una y que T-Mobile te siga poniendo a'lante.#tmobile#incluyeauspicio Alcaldes piden seguir cobrando impuestos de construcción aunque proyectos sean con fondos federales - El Nuevo Día El Senado pospuso el P. del S. 1096 de Rivera Schatz, que le quitaría a la jueza presidenta Oronoz el control de la Rama Judicial CDobleta se declara culpable, pero no de asesinato, sus compañeros del crimen sí cogerían perpetua por asesinato de agente y evitando pena de muerte - El Nuevo Día Suben las quiebras considerablemente en PR, quiebran 16 personas y negocios por día - El Nuevo Día Ayden Owens Delerme no va para los centroamericanos de RD - El Nuevo DíaTrump declara emergencia energética en el sureste tras el grid no dar a basto con demanda en ola de calor - Bloomberg CEE dice que va a tener tecnología nueva para próximas elecciones - El Vocero Trump canceló los ataques a Irán y asegura que el acuerdo se firma la semana que viene - Bloomberg Baja el precio del petróleo 4% tras anuncios - Oil Price FISA Sección 702 se apaga esta medianoche y con eso se fue la Cámara por lo que ahora será mucho más difícil el espionaje y seguridad nacional - The Guardian ¿Qué tiene el posible acuerdo con Irán? Estrecho de Ormuz reabre de inmediato sin peajes, Irán recibe alivio de sanciones Se extiende tregua de 60 días (incluyendo el Líbano). Un borrador iraní menciona liberar $24,000 millones en activos congelados. Lo mediaron Qatar y Pakistán. Esto sería mucho más de lo que le dio Obama y Trump barrió el piso con ese acuerdo previo Arrancó el Mundial 2026: 48 equipos, tres países, México 2-0 en primer juego - Semafor LOS DATOS DEL DÍA Brent:$89.38/barril (▼4% · mínimo desde marzo) Diésel (retail EE.UU.):$5.21/galón S&P 500:7,394.30 (▲1.75%) Dow:50,848.75 (▲1.86%) Nasdaq:25,809.66 (▲2.54%) Bono 10Y del Tesoro:4.55% Euro/USD:1.154 Gas natural:$3.19/MMBtu Tasa hipotecaria 30Y:6.52%

"To say that I have great marketing savvy is ultimately an insult, because it undermines my power as an artist." — MadonnaIn this episode, we take a look at Madonna's long and fascinating history in commercials. Whether she's selling Pepsi, promoting luxury fashion, or simply selling the idea of Madonna herself, one thing is certain: nobody knows branding quite like the Material Girl.We're joined by Madonna fan, podcaster and copywriter TODD WERKHOVEN (Portland at the Movies & Mark and Toddcast) to break down the ads, the campaigns, and the moments when Madonna turned marketing into an art form.We also discuss her new song, the Times Square appearance, and CONFESSIONS II - THE FILM. Mother is feeding us!Follow Todd on Instagram and Facebook: @toddwerkhovenEmail us: TheCelebrationCelebration@gmail.comFollow us on Instagram: @TheCelebrationCelebrationPick up a copy of Eric's book: The Dancerhttps://a.co/d/0gAi3bePick up a copy of John's book: Baked! Sex, Drugs, and Alternative Comedy:https://amzn.to/3tUbvOMFor autographed copies:https://www.johnflynncomedian.com/bakedEdited by: John FlynnArtwork by Dyna Moe:https://www.nobodyssweetheart.com/ Hosted on Acast. See acast.com/privacy for more information.

EPISODE SUMMARYFor 18 years, Shawn Walchef has run Cali BBQ in San Diego -three restaurant locations including a spot at Snapdragon Stadium and the local Navy base. But the story most people know isn't about brisket and peach cobbler. It's about the media company he built on top of his barbecue business after he sent a press release to 14 San Diego writers celebrating Cali BBQ's five-year anniversary and got zero replies. Crickets.That moment was the pivot. Shawn stopped waiting for legacy media to tell his story, started telling it himself, and 13 years later runs Cali BBQ Media - producer of 15 different shows including Digital Hospitality (nine years running) and Restaurant Influencers (with Entrepreneur Magazine), with brand partners that include Toast, Pepsi, US Foods, Amazon, and Google.In this conversation, Shawn and Bart dig into the courage it takes to look stupid on the internet, the "digital flash mob" metaphor for building an audience from zero, the grandfather lessons that shaped everything (stay curious, get involved, ask for help), why every business - yours included - is secretly in the hospitality business, and the truth that took Shawn five years to learn: no one is coming. If you build it, they will NOT come. The Field of Dreams is the biggest lie ever told to entrepreneurs.You'll also hear Bart's story about Storyville Coffee in Seattle - the $13 coffee where someone's entire job is bringing water to seated customers, and where they ask "What can we create for you today?" - and a tease about Bart's personal "humanality" framework for inserting human kindness into transactional moments.If you've been waiting for the perfect moment to start telling your story, or thinking "no one would care anyway" - this is the episode.

Live from the floor at Blue Yonder ICON 2026, host Gaven Simon sits down with Tab Dayani to discuss the critical intersection of sustainability, logistics technology, and global supply chains. As regulations tighten and businesses move past surface-level marketing, Tab breaks down how global leaders like Sainsbury's and Pepsi are embedding environmental metrics directly into their daily planning and execution workflows. Tune in to hear how the newly rebranded Logistics Emissions Calculator (LEC) is changing the game, why the financial business case for ESG remains bulletproof, and how companies can optimize for the planet without sacrificing profitability. --------------------------------------------------------------------------Would you like to be a guest on our growing podcast? If you have an intriguing, thought provoking topic you'd like to discuss on our podcast, please contact our host Jim Frazer or Our Producer Tom CabotView all the episodes here: https://thesustainabilitypodcast.buzzsprout.com

Who's to blame for the rise and fall of Crystal Pepsi?This week, The Alarmist (Rebecca Delgado Smith) finds out who's to blame for the 90's soda flop, Crystal Pepsi. Clear in color and not quite Pepsi in flavor, this short lived fad still lives on in the hearts and minds of a particular generation. Billed as a lighter tasting healthy-ish version of regular Pepsi-cola, were the Executives at Pepsi-Cola chasing the diet fads of the time? Perhaps rushing the product to market in time for the Superbowl without sufficient testing is to blame. And who knew sunlight could have such a profound effect on the taste of clear soda?!Fact Checker Faryn Einhorn and Producer Clayton Early join the conversation.Join our Patreon!Tell us who you think is to blame at http://thealarmistpodcast.comEmail us at thealarmistpodcast@gmail.comFollow us on Instagram @thealarmistpodcastFollow us on TikTok @thealarmistpodcastSupport this show http://supporter.acast.com/alarmist. Hosted on Acast. See acast.com/privacy for more information.

→ Help us improve our podcast! Click here to fill out this three-minute survey. After 20 years in the corporate world (with IBM, Pepsi and Goldman Sachs), Roland spent 11 years as president of the National Fatherhood Initiative before joining Care Net in 2012 as president and CEO. A graduate of Princeton University and the Wharton School of Business at the University of Pennsylvania, Roland is an inspirational servant leader with a heart for Christ and a mind for business. As part of our lead up to Father's Day this month, we'll be talking with Roland primarily about the difference a dad can make, drawing on insights from his work with the National Fatherhood Initiative as well as how the impact of fathers informs his work at Care Net.  → Click here for Roland's Book, Bad Dads of the Bible

P.M. Edition for June 8. Pepsi has rolled out 35 driverless trucks to ship Cheetos, Doritos, and other products on the public roads in Arizona. Journal reporter Esther Fung took a ride in one. Plus, a judge invalidated the Trump administration's $100,000 fee for new H-1B visas. And as the World Cup kicks off across 16 North American cities this week, occupancy rates in U.S. hotels are lagging behind. We hear about the reasons why from WSJ real estate reporter Kate King, and what it means for the economic boost cities were hoping for from the World Cup. Alex Ossola hosts. Sign up for the WSJ's free What's News newsletter. Learn more about your ad choices. Visit megaphone.fm/adchoices

The Nerds are back from a bit of a hiatus and getting caught up on past episodes that weren't released. This episode we review the Michael Jackson Biopic, Michael (2026) for the 3FN Movie Review! Will this movie catapult the King of Pop to the King of Certified Nerd? Or will it go up in flames like a Pepsi commercial?

Why do more pressure, more meetings, and more accountability so often produce the same outcomes? John Dues and Andrew Stotz explore Deming's overlooked insight that results are created by systems — not effort alone. Learn why reacting to variation often makes performance worse, how leaders unintentionally create noise through "tampering," and what it takes to build improvement that actually lasts. TRANSCRIPT 0:00:02.6 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with John Dues, who is part of the new generation of educators striving to apply Dr. Deming's principles to unleash student joy in learning. And the topic for today is why reacting to results won't improve your system. John, take it away.   0:00:25.6 John Dues: Hey, Andrew. It's good to be back.   0:00:28.6 Andrew Stotz: Yeah, it has been a while.   0:00:30.5 John Dues: It has been a while. We missed a couple months for scheduling stuff, so we're fitting it in on Memorial Day here.   0:00:38.1 Andrew Stotz: Hard working. Even on a holiday.   0:00:41.1 John Dues: Even on a holiday, yep. No doubt. I stumbled across this, I'd seen this a number of times, but I thought I'd start with this quote from Deming. He would often sort of pose this simple question at his seminars. He would, you know, kind of ask the crowd, "what will it take to take an organization to unprecedented levels of quality?" And he was, you know, truth be told, he was kind of setting the crowd up because he knew inevitably someone in the crowd would say, you know, by everyone doing their best. And he would immediately respond then, "they already are, and that's the problem," right? So that's kind of the focus today. And, you know, that sort of exchange to me exposes a belief that still shapes in my world how many schools are led today, and I'm sure many businesses as well. And that is this idea that when results fall short, the instinct is to push harder, you know, respond faster, demand more from people. You know, it feels responsible, it looks decisive, but it rarely, very rarely produces better outcomes, especially on the long term. You know, in many schools, you know, leadership revolves around reviewing outcomes.   0:02:05.8 John Dues: You know, just like probably in your business, you know, we're examining test scores, attendance rates, discipline data, you know, lots of other types of indicators, and we're often comparing those results to what came before. And then we have all these meetings and we have charts and explanations and action steps. And, you know, despite all this attention, all these best efforts, results often remain unchanged.   0:02:30.3 Andrew Stotz: Yeah, it made me think about when, you know, let's just say that a tragedy happens and then everybody wants the government to tighten the laws. And then they're oftentimes responding to a short term, or let's say, normal common cause variation. And next thing you know, you have 10 laws coming down on society that nobody can untangle.   0:02:56.3 John Dues: Yeah.   0:02:56.8 Andrew Stotz: And if you were to actually stand up... And this is, I think, to me, some of the crux of what made Deming different and difficult, was that if you were to actually stand up and say, "my proposal is to do nothing."   0:03:04.0 John Dues: Yeah.   0:03:16.3 Andrew Stotz: Everybody wants action.   0:03:17.3 John Dues: Yep, everybody wants action. It's, you know, the issue is certainly not a lack of effort. You know, I mean, I see it every day, you know, leaders, educators, they work hard. The vast majority, you know, work very, very hard, which is probably the case in most businesses. And you know, in most cases people are already doing their best. And that's kind of the point, right? The issue is that the results are those outputs of those systems. You know, they're produced by the system and they can't be improved directly, the results, that is. You know, but that's what we focus on. As leaders we focus typically on results and, you know, we end up reacting to what the system produces rather than changing, you know, how that system works. And I think that's probably, if not the, one of the key lessons that, you know, Dr. Deming taught in his four-day seminars. And it's just like what you said, you know, that reaction, it feels like action, but it doesn't change, you know, the performance of the system. So, you know, over the past several months, I've argued, you know, as I've been writing about this, that leaders often respond too quickly.   0:04:32.4 John Dues: Just like what you were, you know, talking about in your example there. When the numbers change, it's so often just that common cause, that routine variation, and they don't have any tools to distinguish signal from noise. That's sort of one characterization. So, you know, what happens is these common cause patterns just remain. And when results are not where we want them to be, we just respond to the data itself, right? Instead of actually working towards the system. And we, you know, in my world, it's lots of meetings, you know, we ask... As leaders, we ask for explanations. I definitely did this before I discovered this methodology. We adjust expectations. You know, we in education are sort of notorious for new initiatives piled on old initiatives, but none of these actions, none of these things, it feels productive, but none of them are actually changing that underlying system. And I think that's really where the problem lies in my mind.   0:05:39.5 Andrew Stotz: Yeah, the concept of tampering is such an interesting one, you know, that he talks about, about tampering with a system, you know, just does more damage.   0:05:49.2 John Dues: More damage. Yeah, that's exactly right. That's kind of the irony or the paradox that you often find in the Deming philosophy is that until people actually stop and think about it, you know, if they stop long enough to consider what he was saying, then they start to sort of come around to those ideas. But we often don't slow down enough to actually do that, right? And so, you know, it begs the questions, if reacting to results is ineffective, and we've said that, you know, here before, what is it leaders should do instead? And I, you know, I think a really useful, different starting point is a question to ask yourself. And you know, that first question is, is the process that produced this observation the same as the process that produced the others, right? Is this actually something different being produced in our system or, when we really stop and think about it, is it more of the same? You know, and the answer to that question is going to dictate your next steps. But the key thing is that that question shifts attention away from the most recent data point and toward the system that generated it. You know, it forces you to look back more than just, you know, last month or last year.   0:07:07.7 John Dues: Now you're looking at what's happened the last several months, what's happened in the last several years in this system. You know, I think then if the process has not changed or the system has not changed, I kind of use those interchangeably, then what you often discover is that the results are likely consistent with what the system has been producing all along. And so in that case, which is again so often the case in a common cause system, asking for explanations or making immediate adjustments doesn't address that underlying issue. And it, just like you were saying, it's what Deming called tampering. And it actually makes things worse. All this action, all this activity, it feels good in the moment, but you're actually making things worse in your organization by overreacting or reacting to the wrong things. Now, on the other hand, if the process has changed, then there might be something to investigate, but the goal is not to explain the result, it's to understand what is different in your system. So in either case, whether it's a change or something hasn't changed, I think the key thing is the focus moves from the data to that underlying process or that underlying system.   0:08:29.4 Andrew Stotz: It's... I've been working at my coffee factory with the accounting team using the accounts receivable days and the inventory days as a measure that we can track over time. And then I've, you know, developed a pretty simplified PDSA for the team, considering they've never heard any of this stuff. And so, and then, you know, first thing we saw when we looked at the data was that the inventory days really went down a lot in December. We're like... And that was because we wrote off a lot of inventory at the end of the year that was obsolete or whatever. So there was a... And that's where I could say there is an example of a special cause. There's no sense in changing the system because of that one write-off, although that can give us some indication like, we need to be better in some other areas. But to look at that one special cause as unique wouldn't make sense.   0:09:35.7 John Dues: Yeah. And in that case, is the data point from December being produced by the same system that the other data points came from.   0:09:45.6 Andrew Stotz: It's the same system except there's an extreme adjustment to the system.   0:09:53.1 John Dues: Right.   0:09:53.3 Andrew Stotz: Which is the write off.   0:09:55.5 John Dues: Does that happen every year?   0:09:58.3 Andrew Stotz: Yeah, it's gonna happen in every business that has a warehouse and production because, you know, there's gonna be waste, there's gonna be obsolescence, there's gonna be mistakes, and you... It's just very hard to get it perfect. My first job at Pepsi was counting the inventory, basically, and I ran a team of seven people that counted the inventory every single day. And you know, you just, you know, you can see the whole concept of, you know, that you're never gonna get it perfectly right. But the objective is to minimize and minimize and minimize that, you know, variation. We don't really want a large, the reason why a large hit happened at the end of the year was ultimately because of the management decisions that we made throughout the year to either avoid it, not take, you know, not write it off, or not try to sell it at a discounted price or something like that. So yeah, there's lots of different factors.   0:10:58.3 John Dues: Yeah, sounds like some seasonality in that case is probably the primary driver. Yeah, and I think that's a good segue into this idea that I think when we've talked about systems, you know, they all have sort of a certain level of performance they're capable of producing at any given time. And you know, the key thing is looking at that capability not just at a single point in time, but over, you know, an extended period of time. And then by seeing the patterns that sort of emerge over time, you sort of start to really grasp what the capability of your, you know, your system is. And then, you know, at the same time as an organization we have expectations for those processes or systems, what the results should be. And I think the starting point for improvement is where you start to compare those two things. You know, what is the system currently producing, what do we want it to produce? And then what's the gap between those two levels? And that's where we, you know, often that's where the goal setting and things like that, you know, where our expectation setting falls off track because we've set those goals without studying, without understanding that capability.   0:12:14.0 John Dues: You know, we've talked about this here, it's so often leaders are establishing targets based on aspiration or pressure or, you know, external demands without understanding what the current system can actually deliver. And so then when those results fall short, the response is often to push harder or react more quickly, you know, reactive. We got to do something. Don't just stand there. You know, these are all things that we've talked about multiple times. I think, however, you know, that gap between current and desired performance, it can't be closed by reacting to outcomes. That's the whole point. It can only be closed by changing that underlying system that produces those outcomes. And I think that's what Deming was talking about when he said "substitute leadership." Right. Leadership is about understanding the system, understanding what the system is capable of. And you're a part of that system, you're a part of that understanding. And so you have to sort of lead that understanding, lead that capability understanding, and then start to help lead with the changing of that underlying system. It's not just the frontline workers, you know, in our case, the teachers, they can't be left to their own devices because they don't have control over so much of the system just like, you know, the production workers in your Pepsi example.   0:13:36.0 Andrew Stotz: Yeah, it's interesting because I've been working with this, my accounting and finance and inventory team, and you can definitely see, like, they cannot produce a different result than what they're producing right now. Like, I just can see that. And even thinking about how do we do that is a challenge. It needs some time. But I also don't want to come in and give solutions. I want to teach them how to use PDSA and how to think about, you know, the variation. And so, you know, but I did, like, I told them a story about, I went to visit a credit card collection company and they were very successful in Thailand and they were a Japanese company. And the way that they did it is they set up the collection date was the 15th, starting, or your credit card, basically you gotta pay on the 15th. And their goal was, of course, to be at 100% collection by the end of the month. So they made a whiteboard, and they just marked down each day from 15, 16, 17, all the way to 31. And then they had eight teams, and each team each day would post the percent collection.   0:14:52.8 Andrew Stotz: So one day they had 50%, you know, 50% of people just pay, and then 60 and 70. And so there's a natural, you know, increase as people are paying their bills. But then they start doing calls and other things, and then they can look at other teams and see how's each team doing. And I asked the Japanese manager of it, this was in Thailand many years ago, and I asked him, what do you do if one team's doing really well and the other one's collecting, you know, a lot less? He said, well, we have the better team help the weaker team.   0:15:23.6 John Dues: Hmm. Imagine that.   0:15:25.2 Andrew Stotz: And I was like, that would just never happen in America.   0:15:27.6 John Dues: Yeah.   0:15:31.9 Andrew Stotz: It's like, not my problem, dude. You're not doing it.   0:15:48.6 John Dues: Yeah. You know, when you're talking about, you know, a special cause, you know, a key point is that a special cause could be positive, you know, that positive deviance. And so what do you do? Exactly what you just said. You study it, and then you share it with, with, you know, with everybody else, right? And it's not in a gloating way. It's just like what you described, you know, they were helping another team because, you know, a few months from now, maybe it's this, you know, the team that needed help, they may then be, you know, helping others. And that's such a much better way to sort of operate, you know.   0:16:08.3 Andrew Stotz: Yeah, by giving some ideas like that. And this is why I love reading and I love podcasts, and I love that because, you know, you hear different ideas and you think, hmm, I wonder, you know, why don't we... We could do a PDSA on that and say, what could we track on a daily basis that would keep us all kind of seeing the progression? Would that help? Maybe not.   0:16:30.9 John Dues: Well, at least it puts it in front of you. So everybody sort of, you know, closes that feedback loop, it makes it visual. We're actually doing something like that right now with our student recruitment department, where we have a weekly meeting, we have a board where, you know, all of our sort of leading and lagging indicators are visualized, and we can see right away, like, where are the gaps. And then immediately with that team, we're problem solving. Okay, this campus wasn't able to make, you know, or spend as much time on recruitment, like what's getting in the way, and then they can immediately problem solve with some of their peers from other campuses that are doing the same work. It's been really powerful to sort of operate like that.   0:17:09.2 Andrew Stotz: Yeah. And some people may look at it as just a torture to say, why is this up? Why is this down? You know, as you're talking about reacting. That's not the purpose. The purpose is... And I think for the purposes in my own situation, the purpose is awareness.   0:17:23.1 John Dues: Yeah, yeah. And it's in our case, you know, this is not a gotcha. It's not an accountability measure where, oh, you didn't hit, you know, a certain target. It's not like that. It's more along the lines of what got in your way, what didn't allow you, you know, we, we kind of, especially with the process-oriented targets, we kind of came up with them based on the end goal. So how much work do we need to be doing now in different areas to hit the end goal before the new school year starts? And we know that that requires a certain amount of, you know, hours, a certain number of calls we have to make, a certain number of doors we have to knock on, and those types of things. And so, you know, if we wait weeks before we sort of attend to some of the gaps where we're seeing instead of, you know, doing it immediately, then we're just gonna fall farther and farther behind from our goal. And so that's, you know, again, part of the power of doing it like what you're describing. And I think it really just goes back to this idea that, you know, better results require a better system.   0:18:22.9 John Dues: And then that means that the improvement work has to focus on how the system is operating. And we're talking about ways to visualize what the system is producing and in a very quick way then attend to those areas where things aren't where we want them to be. You know, so there's all kinds of ways to do that. But, you know, the key is the leader is not walking in and saying, why aren't the results where I want them, that's the key here. There's so many other things that we can do, kind of like what you were just talking about. We can, you know, study how the current system functions. We can identify areas in the systems where the performance is being limited. We can test small changes through a PDSA to improve outcomes. You know, we can repeat those cycles of learning to, you know, build knowledge. So there's many other things that we can do besides just applying pressure and say, you know, I don't know how you're gonna do it. I don't care how you do it. Just figure it out and get it done. You know, that's sort of the opposite of what Deming was talking about.   0:19:26.3 Andrew Stotz: Yeah. And when you work with them on it, you create lasting change.   0:19:31.9 John Dues: Well, I think, yeah. And when you're working with people on it, you know, they're much more likely to be bought into it, and the change is much more likely to stick because they were part of producing that solution in the first place, right? We're not trying to force better results, but we're trying to design a better system that regularly is capable of producing those results. That's kind of how I think about it.   0:19:55.7 Andrew Stotz: So what would be your parting words to the audience here?   0:19:59.4 John Dues: Yeah, I mean, I think most of what I've seen is that improvement efforts also often fall short, you know, when we are focused on results instead of that system that produces them. So there's sort of three big ideas for me when I'm thinking about this other way of doing things. So big idea one would be we have to realize that results are produced by systems, not individual effort alone. And so pushing harder on outcomes does not change system performance. I think that'd be big idea number one. Big idea number two would be reacting to results, whether they are surprising or stable, does not improve capability. It often creates more noise without addressing the underlying causes. And then big idea number three is that improvement requires understanding current system performance and redesigning the system through disciplined experimentation. Deming's preferred method, the one we've talked about, is that Plan-Do-Study-Act cycle. And so I think when leaders shift their focus from reacting to results to improving the system, that's really when we move from activity to learning and from effort to effectiveness. And that's just what I've found as I've continued to try to apply the Deming philosophy in my own work here in Columbus.   0:21:21.2 Andrew Stotz: Yeah. And for the listeners out there, imagine if each of the challenges you faced, you created a permanent solution to through the process of, you know, not reacting, understanding variation, right, maybe using PDSA. But what happened was you permanently dealt with that particular issue. Imagine where you would be if you never had to deal with the same problem twice.   0:21:51.9 John Dues: It's learning your way to a better system.   0:21:54.4 Andrew Stotz: Yeah. Just imagine, I mean, you would be at the moon by now. So, but instead, most of the time people are stumbling through. So, well, on behalf of everyone at The Deming Institute, John, I want to thank you again for the discussion. And for listeners, remember to go to deming.org and jump into DemingNEXT to continue your journey. You can find John's book, Win-Win, W. Edwards Deming, the System of Profound Knowledge, and the Science of Improving Schools on amazon.com. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is, "people are entitled to joy in work."

Kruser takes a look at the workforce participation rate of able-bodied males in Kentucky and LEX18's Bill Meck learns about a new flavor of Pepsi coming out to promote the World Cup that has even more caffeine. See omnystudio.com/listener for privacy information.

Is Michael a great biopic, or does it work because Michael Jackson's music is simply impossible to resist?We review the new Michael Jackson biopic, discussing Jaafar Jackson's performance, the film's massive audience response, Michael's legacy, the controversy around his life, and the major moments the movie glosses over.Plus, we end with a Michael Jackson song battle — from Thriller and Billie Jean to Beat It, Smooth Criminal, They Don't Care About Us and more.Watch on YouTube: https://youtu.be/V0bjX1WgtxU⏱️ TIMESTAMPS0:34 Welcome to Cognitive Recalibration0:48 Introducing Michael and why this episode needed a discussion1:11 Box-office success and the scale of Michael Jackson fandom2:34 Music biopics, Bohemian Rhapsody, and billion-dollar potential3:35 Audience demographics and Gen Z discovering Michael Jackson5:57 Critics vs audiences: why the scores are so different7:00 Family involvement, controversy, and what the movie avoids8:36 Release delays, sequel plans, and the film's long box-office legs10:05 Michael Jackson trivia, the moonwalk, and cultural mythology10:29 Initial thoughts: enjoyable experience, flawed movie12:37 Emotional connection to Michael's music and why it still resonates13:49 The ending problem and why the movie feels like Part One14:45 Word of mouth, social media reactions, and renewed popularity16:47 Box-office competition and why Michael has longer legs17:11 Jaafar Jackson, the child actor, and Colman Domingo's performances18:56 Spoiler discussion begins: Joe Jackson and Michael's insecurities20:50 The media, Michael's changing appearance, and vitiligo22:49 The movie's biggest flaw: not enough focus on musical genius23:38 Missing the evolution of Michael's voice, style, and creative identity24:43 Quincy Jones, Off the Wall, Thriller, Bad, and missed opportunities27:08 Thriller, Bad, music videos, and Michael as a short-film pioneer28:46 Why the movie still works as an experience despite its flaws30:00 Michael as an underdog and Joe Jackson's intimidating presence31:51 Childhood trauma, loneliness, Bubbles, and the toy store scene32:28 The Pepsi commercial, pain medication, and the start of his decline33:39 Why the second movie will be harder to make34:21 Michael's estate, masters, streaming money, and artist ownership36:55 Relationships, children, siblings, and the drama the film skips38:48 Michael's legacy living through the music39:10 Why the sequel should explore albums, tours, and fame more deeply40:27 Was Michael Jackson more famous than Taylor Swift?41:34 Final thoughts on performances and the film overall42:03 Michael Jackson song battle begins: Thriller vs everything43:20 Billie Jean takes the crown44:49 Human Nature, Stranger in Moscow, and underrated favourites46:12 Dirty Diana, PYT, Black or White, and Michael's deep discography47:02 Favourite Michael Jackson songs and streaming numbers48:30 Michael's voice, vocal style, and why his songs are hard to sing49:42 Paul McCartney, Beatles rights, and Michael's music portfolio51:22 Neverland and the stories still left for the sequel52:15 Closing thoughts on Michael and who should watch it53:39 Podcast movie draft talk: Michael, Moana, Minions, and Dune54:53 Quick thoughts on Mandalorian & Grogu and upcoming episodes55:27 Final sign-offIf you want to support this podcast so we can keep producing our content for free consider the following options:Buy us a Coffee: https://www.buymeacoffee.com/CRecalibrationIf you wish to contact us to ask a question or give us some feedback, please do so via the channels below:Facebook Page: Cognitive RecalibrationInstagram: cognitiverecalibrationTwitter: @CRecalibrationTikTok: @cogrecal#MichaelMovie #MichaelJackson #MichaelJacksonBiopic #MichaelReview #KingOfPop #JaafarJacksonSupport this show http://supporter.acast.com/cognitiverecalibration. Hosted on Acast. See acast.com/privacy for more information.

We get a new Taylor Swift song TONIGHT! Quentin Tarantino says Hollywood has turned into a flavorless sausage factory. The summer blockbuster lineup is upon us! Two cops got into a bizarre altercation over smelly lunch. AI powered teddy bears sound like a great babysitter. Pepsi has a new “night” version. Americans of all ages and demographics are playing video games!

Hour 1: Bob's Movie Club has its next assignment: Chappie (2015). One of Sarah's favorite movies! Let's eat some headlines. Paranormal Activity on Broadway? Bunny Xo, Jelly Roll's wife, wrote a memoir that is getting an adaptation. The NBA finals have begun, and the Knicks are happy this morning. California is looking for a new governor. Online dating is bigger than ever, but most people still hope to find someone in the wild. Matty, of course, claims it isn't that easy. Vinnie tells the story of how he met his wife. Hour 2: Jared Kushner and Ivanka Trump are buying an island! Michael Kosta covered it on The Daily Show. Netflix has a new Michael Jackson trial documentary that claims to be dropping bombshells. If you liked the biopic, you won't like this. Here's why Tom Holland won't ever host SNL. Check us out on Instagram: @Alice973 Sarah got a new wardrobe for you. Luck is what happens when preparation meets opportunity, so you gotta be ready when luck strikes. National Cheese Day is a big debate here at Sarah and Vinnie. Hour 3: We get a new Taylor Swift song TONIGHT! Quentin Tarantino says Hollywood has turned into a flavorless sausage factory. The summer blockbuster lineup is upon us! Two cops got into a bizarre altercation over smelly lunch. AI powered teddy bears sound like a great babysitter. Pepsi has a new “night” version. Americans of all ages and demographics are playing video games! Hour 4: Weezer just announced a new album! World Cup tickets are reportedly dropping. Reba McEntire is getting married! What does “good” mental health look like? Vinnie is telling us! Sarah is glad we're changing the stigma. A terrifying story from Vinnie. These jobs won't be automated by AI anytime soon.

When regular Pepsi doesn't have enough caffeine for you

In today's edition of The Update Journal, we are emotionally logging into the internet against our better judgment.First, we'll take A Closer Look at the end of Euphoria — a show I did not fully watch, but absolutely survived through Twitter clips, timeline arguments, and people acting like HBO had assigned homework. The series is officially over, which means one era of glitter, trauma, dramatic lighting, and “wait, what happened?” has come to an end.Then, we'll take A Closer Look at another aspect of the Knicks and Spurs as part of our coverage previewing for the NBA Finals that start tomorrow- this time, we're talking about the NBA Cup, the Knicks, the Spurs, and the banner that stayed safely in storage. Yes, the Knicks and Spurs technically played for a title before this Finals matchup — but whether that title counts depends on who you ask, how seriously they take the Cup, and whether there was enough confetti to make it feel official.And today's Honorable Mention goes to Pepsi, which apparently once looked at Yoo-hoo and said, “We can do that.” They could not, in fact, do that. Chocolate soda history was made, lessons were learned, and somewhere, Yoo-hoo is still standing with its arms folded.In the headlines on #TheUpdate this Tuesday, a 22-year-old woman was taken into custody after a 28-year-old man was stabbed to death inside his Long Island home, cops say.A pair of unusual caught-on-camera sightings of men emerging from Brooklyn manholes in recent weeks raised concerns in the Big Apple and sparked an NYPD probe — but sources said it doesn't appear the weirdos are up to anything sinister.And out in the American West, California spiraled toward a primary election with its two marquee races defined by uncertainty and a pair of outsider candidates looking to crack open the state's durable Democratic hierarchy.

Andrew and Vieves consider the commercials that feature classic office supplies to sell everything from paper towels to Pepsi. But first they totally derail themselves with a chaotic debate about the surveillance state. Here are links to the ads we talked about on this week's show: Unicenter Infrastructure Software - Stapler https://www.youtube.com/watch?v=YKdxlTiQODM Progressive - Sticky Notes https://www.youtube.com/watch?v=yxsrjzMJWlo Office Max - Rubberband Man: Lost & Found https://www.youtube.com/watch?v=vy5fHYn4NlQ Corona - Beach Chess https://www.youtube.com/watch?v=3gtIW3QyL5c Pepsi - Fixing the Printer https://www.ispot.tv/ad/AmME/pepsi-breakoutthepepsi-printer-featuring-stephen-gostkowski Sparkle Paper Towels - Fancy Paper Clip https://www.ispot.tv/ad/dlLE/sparkle-towels-fancy-paper-clip Bud Light - Pencil Pusher https://www.youtube.com/watch?v=Yat6A6tubWc TV Magic Tricks https://www.youtube.com/watch?v=QR6sMUoHZlU Yikes Pencils https://www.youtube.com/watch?v=mk5k2Vo6s6o Liquid Paper - Micheal Nesmith's Mom https://www.youtube.com/watch?v=QJL7BcGLZqU IBM Typewriter - We're Your Type https://www.youtube.com/watch?v=ce3NYMG_qoA Here are links to the ads we skipped: Charles Schwab - Office Supply Warehouse https://www.ispot.tv/ad/goiy/charles-schwab-office-supplies Inkjoy Pens - Trap https://www.youtube.com/watch?v=TCVw0v2kB7M Basics: For the Want of a Paperclip https://www.youtube.com/watch?v=-JeCtffqFno

Nah because this news cycle is actually cooked

693.Kevin explores the ups and downs of artificial sweeteners. From weight management and diabetes control to potential effects on mood and metabolism, Kevin breaks down the key pros and cons. Whether you're team Coke, Pepsi, or just curious about sugar substitutes, listen for a quick dive into the sweetener debate.Get-Fit Guy is hosted by Kevin Don. Find Get-Fit Guy on Facebook and Twitter, or subscribe to the newsletter for more fitness tips.Get-Fit Guy is a part of Quick and Dirty Tips.Links:https://www.quickanddirtytips.comhttps://www.facebook.com/GetFitGuyhttps://twitter.com/GetFitGuy Hosted on Acast. See acast.com/privacy for more information.

HOUR 2 This episode of the Monsters the Morning podcast is a wild ride, full of surprises and hilarious moments. From a contestant's impressive knowledge of a classic rock band to a special guest's stunt plans, this episode has it all. The hosts, Russ and Angelique, are joined by a caller who wins a prize by answering a trivia question about a failed Pepsi product. But that's not all - the conversation takes a turn when a special guest, Tuttle, reveals a surprise stunt he's planning for the upcoming event. The hosts chat with a caller, Matt, who's been listening to the show for 30 years. Matt shares his experiences as a plumber and talks about his girlfriend's quilt shop, Oceans of Thread and the Land. The conversation is filled with laughter and interesting stories, including a discussion about the challenges of being a plumber and the surprising world of quilting. The episode also touches on the upcoming event, where Tuttle will be performing a stunt. The hosts discuss the importance of having a release waiver and the potential risks involved. Tuttle reveals that he's planning something related to mental health awareness, but the details are kept under wraps. If you're looking for a fun and entertaining podcast that's full of surprises, this episode of the Mantra the Morning is a must-listen. Tune in to hear the rest of the conversation, including Tuttle's stunt plans and the hosts' reactions.See omnystudio.com/listener for privacy information.

WORLD WAR Z (2013) FULL MOVIE REACTION AND REVIEW! Today on Reel Rejects, Greg Alba and Paige Kimsey visit the most expensive, high-stakes zombie blockbuster ever made to analyze how this global undead apocalypse hits entirely differently in a post-quarantine world. World War Z Full Movie Uncut Watch Along:   / thereelrejects   Support The Channel By Getting Some REEL REJECTS Apparel! https://www.rejectnationshop.com/ With Aliens invading in Disclosure Day, Greg and Paige brave a kinetic, tension-fueled rewatch that explores mother nature's status as the ultimate, creative serial killer. We unpack the stellar performances of the main cast, starring Brad Pitt (Fight Club, Once Upon a Time in Hollywood) delivering a masterclass in survival calm as former UN investigator Gerry Lane, Mireille Enos (The Killing, Hanna) as his resilient wife Karin Lane, and Daniella Kertesz (Shtisel) as the fierce, short-haired Israeli soldier Segen. We also break down the high-profile supporting players and cameos, including James Badge Dale (The Departed, Iron Man 3) as Captain Speke at the dark Camp Humphreys base in South Korea, Elyes Gabel (Scorpion, Game of Thrones) as the ill-fated young virologist Dr. Fassbach, and a famously brief appearance by Matthew Fox (Lost, Speed Racer) as a Navy SEAL pararescue officer stationed on the U.S. Navy command ship. Our hosts react to every pulse-pounding, breakneck setpiece, starting with the claustrophobic panic of the Philadelphia traffic jam escape and the terrifying 12-second countdown that tracks a human fully transforming into a raging, headbutting monster. We break down the sheer chaos of the pharmacy looting sequence, the dark rainy bicycle stealth mission in South Korea, and the jaw-dropping visual onslaught at the Jerusalem salvation gates where mountains of infected scale massive walls. Finally, we analyze the terrifying commercial flight plane crash triggered by a loose grenade, Gerry's agonizing survival walking around with a piece of aircraft debris stuck in his gut, and the incredibly tense stealth sequence through the W.H.O. research facility's B-wing Vault 139 in Cardiff, Wales. We evaluate the brilliant 10th-man logic theory, the editing frenzy of the action sequences, and the absolute genius of the iconic, unhinged Pepsi machine advertisement moment that unlocks the ultimate camouflage vaccine strategy, so drop your thoughts in the comments below! Follow Greg Alba:  Instagram: https://www.instagram.com/thegregalba/ Twitter:  https://x.com/thegregalba Follow Paige Kimsey https://www.instagram.com/paige.popcorn?igsh=NTc4MTIwNjQ2YQ%3D%3D Intense Suspense by Audionautix is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/... Support The Channel By Getting Some REEL REJECTS Apparel! https://www.rejectnationshop.com/ Follow Us On Socials:  Instagram: https://www.instagram.com/reelrejects/  Tik-Tok: https://www.tiktok.com/@reelrejects?lang=en Twitter: https://x.com/reelrejects Facebook: https://www.facebook.com/TheReelRejects/ Music Used In Ad:  Hat the Jazz by Twin Musicom is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/by/4.0/ Happy Alley by Kevin MacLeod is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/... POWERED BY @GFUEL Visit https://gfuel.ly/3wD5Ygo and use code REJECTNATION for 20% off select tubs!! Head Editor: https://www.instagram.com/praperhq/?hl=en Co-Editor: Greg Alba Co-Editor: John Humphrey Music In Video: Airport Lounge - Disco Ultralounge by Kevin MacLeod is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/by/4.0/ Ask Us A QUESTION On CAMEO: https://www.cameo.com/thereelrejects Follow TheReelRejects On FACEBOOK, TWITTER, & INSTAGRAM:  FB:  https://www.facebook.com/TheReelRejects/ INSTAGRAM:  https://www.instagram.com/reelrejects/ TWITTER:  https://twitter.com/thereelrejects Follow GREG ON INSTAGRAM & TWITTER: INSTAGRAM:  https://www.instagram.com/thegregalba/ TWITTER:  https://twitter.com/thegregalba Learn more about your ad choices. Visit megaphone.fm/adchoices

I love the smell of Pepsi in the morning. Listen and subscribe to Cinema Swirl on your favourite podcast platform here: linktr.ee/cinemaswirl Hosted and Produced by: Kefin Mahon and Sam Chaplin Edited by: Sam Chaplin Music: Sam Chaplin

Introduction: Mark 1:8 - I have baptized you with water, but he will baptize you with the Holy Spirit.” Since I'm a Member of the Body of Christ… (1 Corinthians 12:12-31) I shouldn't DOUBT the Part I Play (1 Cor 12:14-20) Because That DENIES My Purpose (1 Cor 12:14-17) Because That DISHONORS God's Design (1 Cor 12:18-20) I shouldn't DOWNPLAY the Roles of Others (1 Cor 12:21-26) By Acting Like I Don't Need ANYONE ELSE (1 Cor 12:21-24) By Exclusively Focusing on My NEEDS (1 Cor 12:25-26) By Shining the Spotlight onto ME (1 Cor 12:27-31) Sermon Notes (PDF): BLANKHint: Highlight blanks above for answers! Questions and Answers: How is the Church Like a Body? Taylor Brown Download Audio Transcript 00:36Please turn your Bibles to 1 Corinthians 12, verses 12-31. 1 Corinthians 12, verses 12-31. Isn't it frustrating to witness someone not do his or her job correctly? Maybe you have an employee or a direct report who constantly comes late, makes excuses, or has a suspicious number of grandparents that he has funerals he has to attend.01:06How many grandparents do you actually have? You hire a contractor to carry out a project in your house and he makes huge mistakes. And he acts very inconvenient when you come, when you ask him to come back and fix those mistakes. Your waitress has a horrible attitude and never checks on your table because she is constantly texting. You know what's even more frustrating than that? Witnessing or experiencing someone else.01:36not allow others to do their jobs correctly. You watch your favorite team lose yet again because one key player can't get his act together and he messes it up for everybody. You have a boss who is an expert in incompetence. He expects everyone to do their jobs as well as his job. You have a co-worker who makes your job so hard you can't finish this project at work because she has constantly dragging your feet and she is not communicating with you.02:10And instead of accepting that blame, taking it on herself, she points the finger of blame at you and says that it's your fault.02:19You know what's infinitely more frustrating than all the examples I've given already?02:24Witnessing a Christian refuse to do his or her job in the church.02:30or experiencing another Christian attempt to hinder you from carrying out your job in the church. Instead of contributing to the team, this person backs away, tries to go solo and do his or her own thing. Instead of building others up and encouraging them, they tear others down and diminish them. Wasted potential is a sorry sight to behold. Misused talents are squandered resources.03:02Missed opportunities for ministry are to be grieved. As you learned over the past eight months in 1 Corinthians, the church is commanded to be unified and purified. Unfortunately, this unity is undervalued, ignored, and tested by many who should know better. This purity is jeopardized, abused, and cast aside by many who claim to know and love Jesus Christ.03:30Excuses are made and commitments are unkept. Complaints are spoken instead of genuine praise. Zooming in on me and what I want is far more common than focusing on us and what we need. Am I describing you? Am I describing your contribution to the church?04:00Ask yourself, am I contributing to the unity and purity of Harvest Bible Chapel, or am I subtracting from it? Are you neglecting to do your job in the church? Are you standing in the way of others and making it hard for them to carry out their jobs in the church? Take a moment to go before the Lord and consider those questions.04:32Quiet your heart and ask God to convict you today. Ask God to challenge you today. Ask God to change you today. Go to the Lord in prayer. Father, we come before you as your people for the most important appointment of the week. May we not be distracted. Or may we truly dial in to what what you want to teach us this morning. Lord, may you show us who you've called us to be and what you've commanded us to do. I pray we'd all walk out of this room with a different vision of the church and a different idea of what we are called to do individually in the church. I ask all these things in Jesus' name. Amen. We are in the Q&A section of 1 Corinthians. Paul is addressing questions that this congregation asked him in a previous And last week, Pastor Jeff showed us Paul's answer to the Corinthians' question about spiritual gifts. Every single believer is given at least one spiritual gift that is to be used to bless the church and advance the gospel. No one is skipped over. No one is forgotten. No one is left giftless. And these gifts are to unite, not divide.06:00And Paul continues to answer this question in chapter 12, verses 12 through 31, by providing a powerful illustration. He compares the unity of the church body to the unity of a physical human body. Check out what he has to say in verse 12 of chapter 12.06:30So it is with Christ. I'm going to ask you a very easy question, and I'm even going to let you cheat to get the right answer. So everyone, look down and give yourself a quick once-over. Come on, go do it. Are you ready for my question? How many bodies do you have? It's not your question. Just one, you got the answer right. Great job.07:01I'm asking you an easy follow-up question. You can look down again if you have to. How many body parts do you have? Do you have more than one body part? Yes, you have more than one. According to Dr. Google, which is never wrong, you have 78 organs, 206 bones, and 30 to 40 trillion cells. You have individual body parts, legs, feet, toes, toenails, arms, Arms, Hands, Hands, Fingers, Fingernails, Heart, Lungs, Kidney, Stomach, Pancreas, Head, Eyes, Ears, Nose, Nose, Nose, Hairs, Mouth, Teeth, Gums, Tongue, Uvula.07:41And on the list goes. Sorry, Pastor Jeff's uvula was swollen this week, and you're talking about it a lot, so I had to add that.07:50He was sick. That was the reason why.07:54But these individual parts do not operate or function independently from one another.08:00Instead, they work together as one body. They serve different roles. They carry out the same mission to keep you alive and kicking. And Paul is saying this truth about your physical body applies to the church body as well. Yes, we all have different roles. We all have different functions. But we do not operate independently from one another. We work together as one body.08:30same mission to lift high the name of Jesus Christ by making disciples.08:37And you may be thinking, hold on a minute.08:39This illustration seems to break down a bit because I've always had my physical body.08:44It's the only one I've got.08:46How did I become a part of the church body?08:48When did that happen?08:50It's a great question.08:52Thankfully, Paul answers it in verse 13.08:55He says, For in one Spirit we were all baptized into one body. Jews or Greeks, slaves or free, and all were made to drink of one Spirit. You realize at one point you didn't exist. There was no you. Then you popped into existence and you grew in your mother's womb. And at one point you were born into this world with your physical But if you are a true follower of Jesus Christ, if you have been saved and given new life in Him, you have experienced more than just one birth. According to God's Word, you've experienced a new birth. And on your spiritual birthday, you were brought into the body of Christ. You became a part of the body of Christ. And this second birth is a work of the Holy Spirit, who Paul That sounds really cool. What in the world does that mean? Baptized in the Holy Spirit. Well, 2,000 years ago, John the Baptist baptized men and women in water as a sign of their repentance. But John was up front. He was very clear that he was not the point. He was not the be-all and end-all. He came to point to someone greater than him. He says, He says, I baptize with water, but He will baptize with the Holy Spirit.10:37Who is this greater person?10:39Who baptizes with the Holy Spirit?10:42Jesus Christ Himself.10:46This has massive implications for my life, your life, and the life of this church body.10:52This means that I, Taylor Samuel Brown, wasn't just baptized in water on July 30, 2000 by Pastor Jesse Boggs at Northgate Church. Yes, that was an important day. That was an important baptism. But I experienced an even more important day, an even more important baptism years prior. Before that, I was baptized in the Holy Spirit by Jesus Christ. I was saved from my sins.11:25I was made into a new person.11:27I was brought into the body of Christ.11:32My water baptism was simply an outward symbol of the salvation I experienced.11:39Of this baptism in the Holy Spirit that I experienced.11:45And Paul even says that I drank of the Holy Spirit.11:50Again, sounds great, but what in the world does that mean? Well, think about it this way. When you drink something, you are filled with that liquid, aren't you? Whether it's water, coffee, wild cherry, Pepsi, or kombucha. When you drink a liquid, you are filled with that liquid. When you drink of the Holy Spirit, you are filled with the Holy Spirit. He lives within you. He takes up residence within you.12:20If you have trusted in Christ, you have been baptized in the Holy Spirit. You have been filled with the Holy Spirit. In verse 13, Paul mentions different factors that would divide people back in his day. He mentions ethnicity and social status. In 2026, we live in a world where we are constantly being tried to be ripped apart because of our many differences. We have different backgrounds. We have different skin colors. We come from different financial situations. We have different careers. We have different personalities. We have different temperaments. We are different in so many ways. And as we'll discover soon, that is good news to celebrate. But we are the exact same in the most important ways. We have the same Heavenly Father. We have been redeemed by the same Savior.13:20been changed by the same Holy Spirit. We belong to the same body. Our differences may be great, but our unity in Christ and His Spirit is even greater. So after this long and theologically heavy introduction, you may be thinking, all right, this is all very interesting, but what's the point? I get it. I'm a member of the body of Christ.13:49Now, you need to be encouraged to do your job in the body of Christ. Now, you need to be encouraged to let other people do their jobs in the body of Christ. So on your outline, since I'm a member of the body of Christ, number one, I shouldn't doubt the part I play. I shouldn't doubt the part I play.14:19Some of you in this room and watching online struggle to truly believe that you have an important part to play in the life of this church. You may think to yourself, I mean, sure, this is my church and I'm involved, but if I left, nothing would change. No one would notice. I don't have an upfront role that matters. I don't play an instrument. I don't really matter here. And as one of your pastors, it deeply saddens me that some of you feel that way about you.14:51It deeply saddens me that you believe a lie about yourself instead of believing what God's word says about who you are. You do matter. You do have a part to play at Harvest. This church does need you and it wouldn't be the same without you. And I'm not just saying that to make you feel good. I'm saying that because that's what God's word says. Listen to what Paul says in verses 14 through 17.15:19For the body does not consist of one member, but of many. If the foot should say, because I'm not a hand, I do not belong to the body, that would not make it any less part of the body. If the whole body were an eye, where would be the sense of hearing? If the whole body were an ear, where would be the sense of smell?15:49I didn't doubt the part I play. Letter A on your outline, because that denies my purpose. Because that denies my purpose. You claiming that you have no part to play in the body of Christ because you don't have the gifting of another person is as ridiculous as your foot saying, I have no part to play in the body because I'm not a hand. I'll never be able to hammer a nail into the wall. I'll never be able to type on a keyboard, so I just give up.16:18I mean, sure, your hands can't do, your feet can't do what your hands can do. But your hands can't do what your feet can do as well, right? Walking is pretty important, right? Most of you don't agree with that. Walking is really important, right? Your hands can't do that. Okay, good. Man, you are sitting right now, but eventually you will have to get up and walk away.16:45You claiming that you have no part to play in the body of Christ is as insane as your ears saying, I have no part to play in the body because I'll never be able to look at the Grand Canyon. I'll never be able to stare up at a starry night. So I'm just going to tune out and call it a day. I mean, yeah, your eye is important, but your eyes can't do what your ears can do. Without your ears, you wouldn't be able to hear anything. Just imagine if your entire body was just just one feature. Eyes are beautiful, aren't they? I love my wife's eyes the most, and I could stare into her eyes for hours. But imagine if Kate was just a big eyeball and nothing else. There's a big eye bouncing around my house and sleeping in the bed next to me at night. That sounds like the premise of a horror movie. I mean, yeah, I'd still love her because I made a vow to her 12 years ago, but That'd be pretty rough. That'd be hard. A big eye has 20-20 vision, but it can't really do anything else. A big ear has great hearing, but it can't really do much else. Now imagine if every single person in this church had the same exact gifting and function. Would that be productive or disastrous? It would be a total and complete I have been in a room with thousands of preachers before.18:20Imagine if those thousands of preachers tried to carry out the same function in the same church.18:27There would be arguments about who does what.18:29The bills would never get paid.18:31The building would fall in disrepair and probably burn down.18:34Preaching is an essential function of the church, but is not the only function.18:41Some of you men in this room do have a preaching gift.18:44We are so thankful for you. You realize it's very different. It's very unique to have this many guys who can preach a message in a church. That doesn't happen everywhere. God has gifted this church. But others of you guys do not have a preaching gift. And that is not something to be upset about. That is not a bad thing. Not everybody has the gift of preaching. Not everyone has an upfront role.19:14If your part is behind the scenes, it matters. Maybe your part is in the AV booth. Without Mike back there, without all the AV team back there, no one would be able to hear the sermons. I'd just scream at the top of my lungs for you to hear me. Without Ben and Lincoln working on the sermons afterwards, people across the country and across the world wouldn't be able to hear it, which does happen.19:43Maybe your part is being on the prayer team. You show the rest of the body what it looks like to faithfully lift up the needs of the saints to the Lord. Maybe your part is security. You function as the antibodies of the church that keeps the rest of the body safe. Maybe your part is working at Harvest Academy or working as an adult leader in Arrow. You are training up the future generation in Jesus Christ.20:14is leading a small group. You are on the front lines of congregational care and discipleship. Maybe your part is on the relocation and building committee with Pastor Rich and the others. You help formulate the budget. You count on Sundays. I can keep going and going and going. Without a doubt, you do have a part to play. Stop believing that you do not matter. Stop being envious of others. Stop denying your purpose at harvest.20:45I shouldn't doubt the part I play because that denies my purpose. Letter B, I shouldn't doubt the part I play because that dishonors God's design. Because that dishonors God's design. Let's look at verses 18 through 20. But as it is, God arranges the members in the body, each one of them as he chose. If all were a single member, where would the body be?21:18When you badmouth a team's starting lineup and strategies, who are you ultimately dishonoring? The coach who decides who starts and designs the place. If you pick apart every single detail of a restaurant and complain about it to everyone that you know, who are you dishonoring ultimately? The manager, the owner, who decides who to hire, who makes all the big decisions. If you complain about your gifting and part in the body, who are you ultimately dishonoring? God himself. He is the one who created you. He is the one who designed his church. Paul says that God arranges the members in the body, each of them as he chose. When you are discontent with your part in the church, you aren't just hurting yourself, and you are hurting yourself.22:13You aren't just shortchanging your fellow members. You aren't just making ministry hard for the pastors, elders, and other leaders. You are accusing God. You are saying something about Him that is not true. You are shouting this message to your Creator. God, you made a mistake with me. I deserve a do-over. You could have done better. Is that a great message to send to the most important and powerful person the universe. No, it is not. Because God doesn't need a do-over. Because he nails everything on the first try. God did not make a mistake with you. He designs you purposefully and puts you into his church with purpose and design. It's a complete waste of time, energy, and effort to resist the Lord. So cut it out. Get on board with his plans for the body. Lean into your God-given part instead of backing away from it. Do your job in the church because it was personally chosen for you. Since I'm a member of the body of Christ, I shouldn't doubt the part I play. Since I'm a member of the body of Christ, number two on your outline, I shouldn't downplay the roles of others. I shouldn't downplay the roles of others.23:44from sabotaging yourself to sabotaging others. It is foolish to stand in your own way, but it is wicked to stand in the way of other people. As we just talked about, many of you struggle with a low view of yourself and how God has gifted you. Others of you have the exact opposite problem. You have a low view of others and how God has gifted them.24:13In the next several verses, Paul warns you to not downplay the roles of others in the church. Listen to verses 21 through 24.24:43which are more presentable parts do not require. But God has so composed the body, giving greater honor to the part that lacked it. I shouldn't downplay the roles of others, letter A on your outline, by acting like I don't need anyone else. By acting like I don't need anyone else. So Paul turns the tables on the Corinthians as well as you and me in these verses. He flips the scenario.25:13First, he says it's dumb for a foot or an eye to say that they're not a part of the body. Now he says it's dumb for the eye or the head to tell other parts of the body that they don't matter. This kind of attitude is arrogant. This game of comparison misses the point. You know, naturally, we all create lists of importance and systems of ranking.25:43a to-do list that you want to complete, right? Where do you put the items that you think are the most important? Top of the list, right? Where do you put the items that you think are probably the least important? At the bottom of the list. Several months ago, many of you took part in the college basketball brackets, right? You decided which teams you thought were the best and which teams you thought were the worst. If I were to ask you your favorite movies, you could list them very quickly. If I were to ask you to list your least favorite movies, you could do it even quicker. We naturally evaluate everything. We're constantly grading other people's performances. We form our own personal rankings. And this was happening in the Corinthian church back in the first century. There were the spiritual elite at the top of the charts who looked down on those they thought were weaker, less honorable, and even unpresentable.26:45Paul says those brothers or sisters who seem weaker are actually indispensable. Those who seem to have a less than honorable role deserve greater honor. Those who seem unpresentable should be treated with the utmost respect. You may be thinking, oh, Pastor Taylor, I'm not spiritually elite. I don't look down at other people. I don't act like I don't need anyone else.27:16Are you sure about that? Are you sure? Do you make excuses for why you can't be in community with other believers? Do you refuse to join a small group or be involved in other ministries that we offer here like fishermen, live, laugh, lunch, precepts, mugs and moms? You say you don't have time or energy for these things, but inwardly you know that's not true.27:43By not joining a small group or participating in any of these ministries, you are communicating a loud and clear message, I'm doing just fine on my own. I don't need anyone else. I am self-sufficient. Maybe you are a part of a small group of one of the other ministries that I mentioned, but as soon as you walk in, you put up your defense shields. You don't share a detail of your life with anybody. No one knows anything about what you're struggling with or how they can pray for you because you don't.28:13tell them. You don't want to trust anybody else because they might let you down. You were hurt in the past and so you think, well, it's going to happen again, so I'm not even going to try. Are you someone who comes in late and leaves early because you are terrified of knowing others and being known? You're acting like you don't need anyone else. Are there people in this room or the other service that you actively avoid?28:45Is there a guy in your small group that you intentionally leave out of conversations and hangouts? Is there a woman down the aisle from you who you are blatantly rude to face to face and make fun of behind closed doors? All of these behaviors are childish. All of these behaviors are reflective of the Corinthians, not Christ. All of those behaviors hurt the body and do not help the body.29:14I shouldn't downplay the roles of others by acting like I don't need anyone else. Letter B, I shouldn't downplay the roles of others by exclusively focusing on my needs. By exclusively focusing on my needs. Let's read verses 25 through 26. That there may be no division in the body, that the members may have the same care for one another.29:44All suffer together. If one member is honored, all rejoice together.29:53Have you ever been walking around your house minding your own business whenever you stub your pinky toe on the bed or a bench or a chair?30:01Let me ask you, in that moment, is it just your pinky toe that reacts?30:07Does the rest of your body think, man, sucks to be pinky, too bad for him.30:11I'm just gonna kinda do my own thing for a little while he calms down. No, when you stub your pinky toe, the pause button is pressed on life and nothing else matters. Your whole body reacts, your face grimaces, your mouth yells out some things that you hope nobody else hears. Your back arches, your hands reach down and grab your damaged foot and you pogo stick around on the undamaged foot and then your eyes inspect the damage. Your whole body reacts to the pain.30:43You ever had a bad back problem? Or a nagging tooth pain? Are you able to compartmentalize that and not think about it? Now when your back hurts, it's game over for your day. If your tooth is throbbing, you have one all-consuming thought, end the pain right now. Your whole body feels the pain of even its smallest member.31:12The same should be true of the body of Christ. If one person is in pain, all of us should be in pain. If there is a need, we should all rise up to meet that need. If someone in your small group has a big surgery or a major medical issue, start a meal train. Go visit them in the hospital. Take care of tasks around the house.31:41If there's someone on your serving team who loses a family member, show up at the funeral. Show up at the visitation. Your presence will speak far louder than any words you could possibly share. Care about the pain of other people. Meet the needs of others. Care about what other people need, even more than what you need. If one member suffers, all suffer together.32:11If one member is honored, all rejoice together. Here's a question that's been nagging at me all week. Do I love to celebrate the victories of other people? Very often the answer is no. What about you? Do you love to celebrate the victories of other people? Do you rejoice with other Christians?32:41When something good happens to another Christian in your life, do you think, praise the Lord, what a blessing? Or do you think, man, when's it going to be my turn? Nothing good ever happens to me like it does to that guy. When there's a couple in this church that has a solid marriage and really great godly children, do you think to yourself, man, what a great example that I want to follow? Or do you think to yourself, when will my family get it together? I'll never be like Mr. and Mrs. Perfect. I wish they'd stop rubbing it in my face.33:13You have to understand that other people's success is not your failure. According to Paul, their success is your success because you are a part of the same body. Let's share in the pain together. Let's share in the joy together. Let's thank the Lord in the good times together. And let's trust the Lord in the hard times together.33:41I shouldn't downplay the roles of others by acting like I don't need anyone else. I shouldn't downplay the roles of others by exclusively focusing on my needs. Finally, I shouldn't downplay the roles of others by shining the spotlight onto me. By shining the spotlight onto me. Let's wrap up with verses 27 through 31. Now you are the body of Christ and individually members of it. And God has appointed in the church first apostles, second prophets, These verses are jam-packed with a ton of stuff that we cannot get into. We don't have the time right now.34:41But it's really important to see that Paul mentions an office that no longer exists today. The office of apostle. Some churches have not got that memo yet. God is not posting apostleship jobs on Indeed. He is not hiring or looking to fill that position in 2026. Paul also talks about the sign gifts like speaking in tongues, miracles, and healing. Thankfully, I don't have to wade into that controversial topic because Pastor Jeff did it last week and he'll do an even deeper dive this summer.35:11Sometimes it pays to be the associate pastor.35:15But for now, catch the principle that Paul is communicating instead of getting bogged down in the details.35:21And the best way to do that is to answer the layup questions that Paul asks.35:25Let's go through the list.35:26And you have to participate.35:27You have to answer the question.35:29There's one obvious answer for all of them.35:31Are all apostles?35:33Good job.35:34Are all prophets?35:36Are all teachers?35:38Do all work miracles?35:39Do all possess gifts of healing? Do all speak with tongues? Do all interpret? What's Paul's point? God has given every single believer a spiritual gift or several spiritual gifts, but he has not given any believer all the spiritual gifts. That's not possible. You know, we have a lot of talented musicians and vocalists here at Harvest, don't we? Let's give them a round of applause and thank them for all they do for us.36:13You know, Jesse Hogan, he can sing, he can play the guitar, he can play the drums, he can play the piano. He can play three instruments and I can play none. I guess I shouldn't rank our abilities, right? I shouldn't compare. I'm sorry, I'm still learning that lesson myself. I shouldn't compare with Jesse. Jesse can play all those things, but he can't play every single instrument in the world of which there are over 1,500.36:39Also, Jesse can't play all those instruments at the same exact time. If Jesse tried to come up here and do a one-man band and try to run between the guitar, the piano, and run between the drums, he would make a total and complete fool of himself. Because prideful exaltation always leads to forced humility. Jesse needs the rest of the band around him.37:09He needs everybody else. He needs the vocalists who can't reach the notes that he cannot. He needs Chris or Jay on bass. Jesse needs everybody else working with him. You know, the Corinthians were experts in self-exaltation. Many in the church wanted to shine the spotlight onto themselves. Look again at verse 31. Paul says, On a first glance, it may look like Paul is commanding the Corinthians to seek after the biggest and best gifts, but that totally misses the point of what he's actually saying. If you pay attention to the context, he's saying the exact opposite. This word, earnestly, is most often used in the context of envy and jealousy. A better translation of this verse is, But you are jealous for the higher gifts Paul is not commending them He is not celebrating them He is correcting the Corinthians Because they desired the flashy and showy gifts Serving wasn't on their mind because they wanted to show off Paul is telling them You're not the point So stop trying to be You're not in competition with one another You are working together Be in sync with one another do your job and help other people do their job as well. And he concludes by saying, and I will show you a still more excellent way. What is that still more excellent way? It is the way of love, which Pastor Jeff will talk about next week. This whole topic of spiritual gifts and the unity of the body should be viewed the lens of love.39:05The love of Christ for us, our love for Christ, and our love for each other. Otherwise, we'll miss the point of why God even gifted us in the first place. If you have been saved by Christ, never forget that you belong to Christ. Never forget that you belong to Christ's beloved body. Since you're a member of the body of Christ, you shouldn't doubt the part that you Since you're a member of the body of Christ, you shouldn't downplay the roles of others. As this sermon concludes, some of you in this room may feel a bit left out because you're not a Christian. You are not a member of the body of Christ. As of now, you are a detached hand or foot that has no function in the church body. As of right now, you are a detached eye or ear that is not connected to anything greater than yourself. As of now, the life-giving blood of Christ does not flow in you and through you. I have to warn you, if you continue in this state of self-isolation, you will wither away and die in your sins. You will experience a life without purpose, and you will endure an eternity separated from the giver of life.40:35and the other recipients of his life. If that's you, I beg you to turn from your sin and turn to Jesus. Place the full weight of your faith upon him, what he has done through his life, death, and resurrection. And then, and only then, will you be forgiven and given new life. Then, you will be baptized in the Holy Spirit. You will be filled with the Holy Spirit. You will be brought into the body of Christ.41:04you will be placed into the perfect role that you were made for. You will be given the high honor and responsibility of serving Christ and his body. We'd love for you to join us. Let's pray. Father, we come to you and we thank you for your word. We thank you for the encouragement and the conviction that we all experienced. Lord, if there is someone in this room who is currently not a member of the body of Christ, who is not saved. May today be the day where they finally say no to sin and yes to your son.41:43And for the rest of us, Lord, may we do our jobs.41:47May we let other people do their jobs.41:49May we work together and encourage each other.41:51Lord, we thank you for all that you're doing with this new building project.41:57Lord, none of that matters if we can't work together now.42:01May we be faithful now.42:03May we work together now. We ask all these things in Jesus' name. Amen. Small Group DiscussionRead 1 Corinthians 12:12-31What was your big take-away from this passage / message?Re-read 1 Corinthians 12:12-13 - What does it mean that we are baptized in the Spirit and drink of the Spirit? Why is this so important for church unity? Do you ever doubt the part you play in the body of Christ? How can you fight against this discouragement? How do you see professing Christians standing in the way of others and downplaying their roles in the church? How do you see this disturbing trend within yourself? What does it look like to prioritize the needs, hurts, and victories of other members in the church body over your own? BreakoutPray for one another.

Ever got gravy on your neck? Did it leave a tattoo? Of course it did, so you’ll understand the first batch of calls. We also deal with returning calls we never actually got, and move gravy around between KF Chickens like its our job. There’s tall ones, Wild One’s, and I think Tiff is probably a dude with a voice changer. Rosin gets water in his tires, and then I get Pepsi in mine. We play hide and seek, eat on the toilet, mess with some cookies and mailboxes, and we’re out. This show is made possible by donations from listeners like you. If you enjoy what you hear, please consider donating via patreon or paypal! join the prank call discord server !! powered by rogueserver.com

Daniel and James sit down with Brian Quinn, North American President at AppsFlyer, the marketing measurement platform working with over 15,000 brands including Netflix, TikTok, Pepsi, and Burger King. They kick off the conversation exploring how AI is reshaping the customer journey and then move on to discuss why brands are pulling their best experiences out of the open web and back into apps, and the explosive growth in new apps driven by vibe coding.Brian shares how AppsFlyer customers are adopting AI differently, from small gaming companies that have automated everything to enterprise brands still grappling with compliance and governance. He breaks down how measurement is collapsing from reporting into real-time optimization, why marketing and product teams are merging, and what it means that the web is becoming a data source for LLMs rather than an actual consumer destination. The conversation wraps with a look at why CTV performance advertising remains massively under-indexed and where the next wave of disruption is headed.Thank you to our sponsors:​ AdQuick — ⁠adquick.com⁠​ ⁠Thrad.ai⁠ — ⁠thrad.ai⁠​ beehiiv — ⁠⁠beehiiv.com⁠​ The Farm — thefarmllp.com STAY CONNECTEDJames on Twitter & LinkedIn – /jamesborowDaniel on LinkedIn, Instagram, TikTok – /danieldrugerSubscribe & leave a ⭐⭐⭐⭐⭐ review on Spotify & Apple Podcasts.

www.patreon.com/theconspiracypodcastPart 1 was the rise. This is the fall.We pick up in the '90s, when the world that had made Michael Jackson started turning on him. The tabloids had a field day. The hyperbaric chamber. The Elephant Man's bones. A baby dangled off a balcony in Berlin. One by one, the story of the greatest entertainer who ever lived began to curdle into something else entirely.Then came the allegations.A dentist who drugged his own kid to get a confession. A $20 million demand to stay quiet. A 2003 documentary that aired to 48 million people and changed everything. A trial with 14 counts, a circus outside the courthouse, and a jury that came back not guilty — on every single one.And then, four years later, a rented mansion in Holmby Hills. A doctor on his phone with a cocktail waitress. A call to 911 that came 90 minutes too late. And the most famous human being on earth, gone at 50.We get into the death, the theories, the $400 million lawsuit still pending, and the question nobody has a clean answer to — was it negligence, a cash grab, a conspiracy, or all three?We also give you our takes. Unfiltered.00:00 — Intro, Patreon shoutouts 03:00 — Part 1 recap & where we left off08:00 — "Wacko Jacko" — the tabloids turn on him & the hyperbaric chamber truth09:00 — The Elephant Man bones stunt that went horribly wrong10:00 — Blanket over the Berlin balcony — the guys debate it11:00 — Jordan Chandler 1993: the Rent-A-Wreck call that started everything12:00 — The dentist dad who drugged his own kid to get a confession13:00 — Evan Chandler demands $20 million — the guys call it immediately15:00 — The LAPD raid, the Asia tour collapse & the world's worst PR agent16:00 — The $15.3 million settlement & the "innocent men don't pay" debate19:00 — Martin Bashir's documentary airs to 48 million people20:00 — The hand-holding interview — the guys watch it, react to it24:00 — Macaulay Culkin & Corey Feldman defend Michael25:00 — Tom Sneddon reopens the case & Neverland gets raided again26:00 — The 2005 trial: 14 counts, pajamas in court & the circus outside29:00 — The jury acquits on all 14 counts — not even one30:00 — "I hate this place. I never want to see it again." — Michael leaves Neverland forever32:00 — James Safechuck: the Pepsi commercial kid & what he alleged34:00 — Wade Robson: testified for Michael in 2005, then flipped in 201341:00 — Leaving Neverland wins an Emmy, music gets pulled worldwide42:00 — The estate sues HBO and wins — Neverland Firsthand rebuttal44:00 — The train station that wasn't built yet — the key credibility dispute45:00 — Leaving Neverland 2 drops in 2025 & the $400 million lawsuit47:00 — The death: propofol, insomnia & "give me the milk"51:00 — The night of June 24th — drug after drug, nothing works52:00 — Murray on the phone with a cocktail waitress while Michael stops breathing53:00 — CPR on the bed with one hand — the 911 call that came too late54:00 — Pronounced dead at 2:26 PM — the coroner rules homicide55:00 — Murray convicted, gets 4 years, walks in 2 & moves to Trinidad57:00 — Theory 1: AEG held a $17 million life insurance policy on Michael59:00 — Theory 2: He faked his death — the Elvis parallel01:01 — Theory 3: Murdered for the catalog — Paris & La Toya speak out01:03 — Theory 4: Sony silenced him — follow the money01:04 — Theory 5: The never-ending lawsuit machine & the $400 million cash grab01:09 — Final takes: did he do it? Who killed him? The guys give their verdicts01:19 — Murray should've gotten more time — unanimous agreement01:20 — The Matthew Perry & Prince parallel — why the story made them sad01:21 — Most famous person of all time? MJ vs. Jordan vs. Alexander the Great

On 22 April 2026, Coca-Cola unveiled Cole Palmer as its newest football brand ambassador, fronting Premier League and World Cup activations. A month later, Tuchel left him out of the England squad. We use the Palmer story as a way into a wider conversation with Ricardo Fort — former global head of sport at Coca-Cola, now advisor to brands betting billions on the World Cup — about how personal endorsement deals really work in 2026.The anatomy of an endorsement deal. Ricardo breaks down the numbers: $3-8m per year for a top player, rarely a one-year deal, so you're looking at $10m minimum before activation. Add a global campaign on top and you're at $50-60m of media spend that depends on one player turning up.Where the leverage sits. Spoiler: not with the brand. By the time the contract gets signed, the creative idea has been built around the player, the agency is in love with the film, and the agent knows it. Ricardo on why the awkward "what if you don't make the squad?" conversation rarely happens — and why contracts that should include triggers for injury, non-selection, and tournament performance often don't.The slow-moving machine. A good World Cup campaign kicks off weeks after the previous one ends. By the time the squad is announced, 90% of the posts, the point-of-sale, the films and the photography are already in the can. Agility in this market is a myth.The Formula 1 jumpsuit problem. When Vinicius Jr. is fronting campaigns for Visa, Marriott Bonvoy, Rexona, LEGO, Nike, Pepsi and Havaianas, who actually owns him? Ricardo on why most brands have no idea how many other sponsors have signed the same face, and why differentiation has become the real game.Cultural relevance, examined. The phrase everyone in sports marketing reaches for. Ricardo on why it works for Adidas and Nike, why it's largely delusional for everyone else, and why most brands are still asking players to post twice on Instagram and calling it strategy.Also covered. FIFA as a bulletproof brand. Why the ticketing land-grab doesn't damage it. Hospitality as a business. The 3am problems that keep sponsorship directors awake during a tournament — lost VIP guests, missing teenagers, last-minute Croatian billionaires arriving by private jet. And the medal-ceremony speech Ricardo describes as the lowest point of his career.Unofficial Partner is the leading podcast for the business of sport. A mix of entertaining and thought provoking conversations with a who's who of the global industry. To join our community of listeners, sign up to the weekly UP Newsletter and follow us on Twitter and TikTok at @UnofficialPartnerWe publish two podcasts each week, on Tuesday and Friday. These are deep conversations with smart people from inside and outside sport. Our entire back catalogue of 500 sports business conversations are available free of charge here. Each pod is available by searching for ‘Unofficial Partner' on Apple, Spotify and every podcast app. If you're interested in collaborating with Unofficial Partner to create one-off podcasts or series and live events, you can reach us via the website.

Coke vs. Pepsi and McDonald's vs. Burger King. These big brand rivalries are nothing new to the marketing world. This week on the Brand Shorthand podcast, Mark and Lorraine dive into some recent brand battles in 2026, the strategy behind going against a rival, and tips and tricks for businesses to play to win against their competition.Join Mark and Lorraine for 30-ish as they discuss all things marketing, advertising, and of course … positioning.

What if the problem isn't your strategy, your people, or your tools, but the lens you're looking through? In this first conversation with Andrew Stotz, quality educator Balaji Reddie explains why so many organizations chase Deming's 14 Points and prizes but miss the philosophy underneath. He also gets into what changes once you start seeing your organization as one connected system. There are a few surprises along the way, like why his employees actually celebrated the day he got rid of performance appraisals. 0:00:01.9 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm here with featured guest Balaji Reddie, who is an educator and trainer in teaching of Dr. Deming and quality management generally. Now the topic for today is a deeper perspective of the teachings of Dr. Deming. Balaji, how are you?   0:00:29.6 Balaji Reddie: I am fine. It's wonderful to see you this morning. I have been looking forward to this for quite some time now.   0:00:37.0 Andrew Stotz: Yeah. In fact, we've been talking back and forth in the past and then we had a meeting recently to get going on this because you've got so much to share. And one of the things I just said is a deeper perspective on the teachings of Dr. Deming. Maybe you could just give a little background of yourself for those people that have never heard of your journey. Maybe tell us a little bit about your journey, the Deming journey, as well as what you're doing now.   0:01:02.2 Balaji Reddie: All right. So I am an electrical engineer by profession and my first job which I got was in a lamp, a bulb manufacturing company which made automotive lamps. And that's where I chose to be in the quality department because I was being shunted around in all the different departments and the owner of the company asked me, "Where would you like to be?" and I said, "Quality." I don't know, when I look back why I chose. I think it appealed to me as an engineer and also the fact that I wanted to be a manager. It combined engineering and something to do with managing people. I don't want to sound dramatic, but I don't think I chose quality, I think quality chose me. But what I did after that was conscious. I did a postgraduate diploma in quality management, the first structured course in the country, and then went on to a Master of Science in quality management here in India.   0:02:00.2 Balaji Reddie: So that's been my journey here as far as working. I worked a lot. I used to teach part-time, but I made this switch 20 years ago to be an educator primarily and decided to put all my focus into creating the next gen of managers. At the same time, during the bit of a free time that I have, I do consult, but that's not the core profession of mine. So, yes, I'm an educator and a trainer. You can say that. I teach quality management, anything to do with operations, supply chain, et cetera, but there's always been a Deming slant to it. Along with that, I've also liked to... Because I went into the works of Dr. Juran, I got a good chance to meet with him and be in touch with him. It was only the last six years of his life, but I think he had very little time to give me, but he gave me time. So I have a good perspective of both these gentlemen. And if you know quality, they're the pioneers.   0:03:01.5 Andrew Stotz: Yeah. And I'm curious, when you first started out with the degrees and the, as you mentioned, getting a diploma and then a master's, was Deming front and center in there or was that a secondary thing? What was it like in the beginning?   0:03:19.6 Balaji Reddie: Oh, my entire focus was actually Deming. I needed to be qualified in that. I wanted to qualify myself in quality, that's what I meant here, because there was no... I was looking for a structured course on the subject. You had these training programs, certificate courses, but this one caught my attention when they said we have a diploma in quality. And part of the course was we had to, there was a project like a dissertation, and we had to show how we implemented this in our companies where we were working. And for those who were not working, they were provided companies where you go and actually implement these. So it was a win-win. So the company gained and you gained. That's how it was. That's what I liked about that course. Same with the masters. It was a complete two-year course. This was a year-and-a-half or three semesters. That was more elaborate, the masters. So, yeah.   0:04:18.0 Andrew Stotz: And what is the state of Deming and the teachings of Dr. Deming in India? We know that many companies in India have implemented the teachings of Deming over the years. But of course, there's a lot of people that just know nothing. I'm just curious, what is the state right now as far as the teachings of Dr. Deming?   0:04:40.3 Balaji Reddie: Oh, I'd like to... Just a slight correction there. We have the highest number of Deming Prize winners, but that does not necessarily mean that they're implementing the teachings of Dr. Deming. In fact, many of them after having got the prize... I worked in a company, we were suppliers to one of them. And when they came to do a vendor assessment to our factory, obviously there's a lot of buzz. Everyone in the company, they called me the Deming man. They used to call me that. And so when these guys came down and they were talking and when they gave their business card which had the Deming Prize logo, so they said, "Oh, we have... You know, Balaji is here and he's our Deming man." So who's he and what is this? And so they came and met me and they said that, "We got the Deming Prize." I said, "Excellent." But I said, "Just because you got the Deming Prize, I mean, have you worked on the Deming philosophy?" "Isn't this the same?" And I said, "No." And I, of course, joked with them, and they said, "So how do we learn?" And I said, "Pay me." [laughter] Anyway, yeah, then we got talking and they realized that there was such a big gap in what they were doing. For instance, when I spoke to them about performance appraisals and having quotas and things like that, they were like, "What?"   0:06:04.9 Andrew Stotz: Interesting. And when we talk about the Deming Prize, when I asked you that, we're talking about the Deming Prize which is offered by the Union of Japanese Scientists and Engineers through their Deming Prize Committee. This isn't something done through the Deming Institute.   0:06:12.3 Balaji Reddie: No.   0:06:19.7 Andrew Stotz: Yep. Okay. And do people study Deming there in India anymore or is it fading out or...   0:06:26.7 Balaji Reddie: Well, yeah, that's what I said, they do know. The good part is that because of the fact that the Deming Prize winners are there, at least they know about Dr. Deming. And then they're curious to know, "Oh, what did he teach?" Because again, they've been given that perspective that he taught, well, wrongly, PDCA, and he focused on the 14 points. And then when they read the 14 points and then they get... Because when you read it just without understanding, you can actually... It can put off certain people. You may get a little repulsed and say, "Oh, my God, what's he saying?" But then there are certain people who get intrigued and say, "Wait a minute. This is challenging. He's saying that we need not have quotas? Then how are you going to get work done?" And that's where the questioning begins. And there have been normally these trends where some companies where they called me over, I shall not name one of them, one of the students I was teaching in class and I was talking about the 14 points, and then she comes up to me and she says, "I've spoken about you to my father, and he's working in this company, and they're going for the Deming Prize. He wants to meet you." And then she brings him to the college the next morning and then we had a lovely discussion. And he said, "We've been discussing the 14 points." And I said, "You know what? You're putting the cart before the horse. You need to discuss profound knowledge first." So he said, "I'll put you in touch with my HR, the human resource." And then that lady got in touch with me, then we had a good chat and I explained to her and she understood very quickly. Incidentally, Andrew, that's something very amazing, when I speak about these things to the HR people, they take to it like a fish takes to water. They say, "You're right. What can we do about appraisals? Appraisals are wrong." But they also know they're shackled. They do not have the authority to break and come out of it. There have been some cases where they've been bold enough, but many of them... That's one of the things I've seen over these last 20 years that I've been teaching, that everybody principally agrees, but they also say that we're bound by it.   0:08:37.6 Andrew Stotz: That reminds me when I attended my first seminar when I was 24, and I was very intimidated by all the people in the room. I was just fresh out of university, working at Pepsi in Los Angeles. I flew into Washington, D.C., and so I sat right in the front row and I just decided I'm not gonna look at anybody behind me because they're all bigwig executives. But then when I heard Deming really show no mercy and really be tough to them, I was like, "Wow, wow, this is interesting." And he was getting to the... As a factory supervisor, which is what I was at Pepsi, I could just see he was getting to the heart of the matter. And so, yeah, a lot of things are very obvious to people in the factory, but then it's the leadership that is an issue. I'm curious when we think about... Let's imagine that someone listening to this has never heard of Dr. Deming and it's their first time, they stumbled upon this, they're hearing you speak. They're gonna ask the question, "Why does this matter? What benefit do I get from this?" How would you describe that to someone who knows nothing about Dr. Deming and his teachings?   0:09:59.3 Balaji Reddie: Oh, well, when you start getting aware of what this man had to say, let me tell you, when you start actually getting to it, you'll find that what you've been missing all this time in life. And then when you actually get to implement this, it'll be way, way better than where you are right now, sometimes totally in a very, very different direction. And you begin to realize that you had an illusion of knowledge, that you thought you were correct, and then suddenly a new perspective comes in. Just to make a point here, I don't want to be boastful about this, but I'm really proud to say this, that in all the companies that I worked, I removed performance appraisal. None of the companies I worked in had performance appraisal. And the day we removed it in one of the companies, there were actually celebrations.   [laughter]   0:10:56.7 Andrew Stotz: Yeah. Which for many people listening that don't know anything about the teachings of Dr. Deming may think, "That's crazy, because I thought that we run business through performance appraisals, KPIs, and the like." One of the ways I was thinking when you were just speaking was it's a little bit like Deming's... You're a fish, and Dr. Deming is a guy that's gonna come up and tell you, "Oh, by the way, you're surrounded by water." And you're like, "Wait, what do you mean? What's water?" And then all of a sudden he brings this awareness like, "What am I swimming in? I am swimming in something, and it's called water." And it's like everything that's going on, the concept of how we learn, the concept of variation, the concept of psychology, it's like all of these are foundational things that we've been swimming in, but we really haven't been paying attention to. And I think he woke me up to a lot of that. So what should we talk about today? What do you got on your mind?   0:11:55.7 Balaji Reddie: Well, I presume that the audience would be someone who's read about Deming, or if they have not read, I can go it either way.   0:12:05.9 Andrew Stotz: Yeah, I mean, I would say just let's go into what your learnings are and what you want to teach us today and share with us, and then people can follow along.   0:12:17.4 Balaji Reddie: All right. So let's begin with what he meant by Profound Knowledge, because that was something he put together only towards the end of his life. I'm reminded of a few things that led to me thinking about these things. One of the very first books that was written on him was by Mary Walton, The Deming Management Method. And with due respect, she was an excellent journalist, and so she followed him around. Everyone was intrigued to know who this man is because he had just gained popularity. If Japan Can... Why Can't We? And so she wrote this book, I think as early as '84, if I'm not mistaken. And she followed him around for almost three years before she actually published the book. So she attended four-day seminars, and she's trying to understand what this man was. So the biography bit of it was very nice. But if you go there in the preface and in one of the chapters, there's a very interesting conversation where she says, "I asked Deming that why don't you set up a body, an organization? Why are you doing this all alone?" And he didn't say a word to her, and he just mentioned to her, "I'm good." So I believe he was still looking for the answers to offer something to the world. He had it all in uncoordinated stuff here and there, but that came much later, I think in 1989, when he finally put it all together and called it Profound Knowledge. Because that was when a year, a month or so before he passed away, he set up the Deming Institute. I think he thought he was ready now to leave behind a legacy that others could build upon, right?   0:14:08.0 Balaji Reddie: And so that he called it... Again, I'm looking for the missing link here—. Apparently, when he wrote it, as he called it deep knowledge, but it was someone who gave him the word profound, and that's how the name stuck. So I'm still trying to find out who did that. I saw this in one of the letters to Henry Neave, where he was writing to all of his colleagues, he called them, and taking feedback from them. And in that, he said that, "I profess this is deep, this is wide." And somebody said, "It's profound." I forget. I really want to find out who it is. I asked Bill Scherkenbach, and he said, no, it wasn't him. Henry, of course, no. I asked Bill Latzko, and he said, "No way. I never said that." So I really don't know who said it, but he christened it "profound." And we all know now, it sounded very pompous to begin with when you hear profound, and then you say, "Wait a minute." When you start getting into it, you say, "He's right. There's no other word to describe this. It is profound." So what exactly is Profound Knowledge? Now, it's a different way of looking at things around you. And especially he designed this or created this for man-made systems, organizations that you and I work in, helping us to look at things differently, right? And that's why he said it's a different lens. And when you see things differently, you ask different questions, right? When you ask different questions, you get different answers. When you get different answers, you draw different conclusions. When you draw different conclusions, you take different decisions. And when you take different decisions, that's when you get different results. It's insanity to expect different results by asking the same questions every single time. All right.   0:15:53.8 Balaji Reddie: Now, what exactly is, again, what do you mean by this whole thing, the lens? He brought together four seemingly disconnected sciences, right? He never invented any single one of them, but he saw the interconnections. All right. And the four sciences, he felt that if you had good knowledge, working knowledge of these four sciences, you need not be an expert in them, just enough for you to understand what's going on around you. All right? And in no order of importance, he had his title for each of those sciences. One was he called it appreciation for a system, which I would like to say very simply is connectedness, right? Because when people say systems thinking, okay, then you have the systems thinking experts who jumped into the picture. And I think they were caught napping. To be quite honest, Andrew, I think the people from the world of management were suddenly caught napping, and the experts were completely caught napping because they realized they'd missed the bus. Here's this man who caught everything together and put it into place, right? And so when they were... When they said systems thinking, so the systems experts came in and started trying to find out, "Oh, but he missed out on this, and he's confusing this with that." That's where it is. Dr. Deming knew where to start. All right? He said, "Yes, of course, it's all about systems, appreciation for a system, the fact that nothing exists in isolation." So I would like to say connectedness. Everything's connected to everything. When you start having that systemic approach, you realize you're not dealing with events, you're dealing with eventualities, and that there are always a huge myriad of inputs that create the outputs that you see in front of your eyes, right? And there's so many other attributes that they're separated in time and space, et cetera. We can talk for this forever. But the short word here is connectedness. Second...   0:17:56.1 Andrew Stotz: And I would say that the systems experts retreated soon after because they're nowhere to be found when we look at it these days, because everything's divide and conquer.   0:18:07.6 Balaji Reddie: Yes. Yeah, because there were people like Russell Ackoff, Stafford Beer was mentioned many times, and then their books. Now, I went on to read their books and I found, yes, they were going deep, but Dr. Deming knew where to draw the line and said, "That's it. Please don't go beyond this," and it depends on where you are, what you want to study. So draw your line around that and say that's it. And I think that thinking came from the next science which I'm talking about, which is understanding of variation, right? Now, although we say understanding of variation and people talk about the control chart, I think that's just the manifestation. If you look at the philosophy behind it, what Walter Shewhart actually was trying to do was to draw a line between when to act on the process and when to leave it alone, right? He came out with... He demarcated, and that's where it turned into the control chart with data. But broadly, Deming started applying this everywhere, right? He said that there are some things which are in my control and some things out of my control, and so he drew a line. And same with systems thinking, that how big and how deep should I go? And that's why he said every system must have an aim. Without an aim... So the aim and the purpose decide where you're gonna stop. You can't just keep on saying, "Oh, yeah, finally, okay, the whole world is a system." Fine, great, I get that. But I'm trying to study this, okay? My company, my organization, this process, these people. So you draw the line and say, "This is my purpose, so let me restrict." Again, I repeat, he knew where to stop. People tend to go overboard. And so he always said, "Begin with the aim, begin with the purpose." The purpose is the reason the system exists, and the aim is the direction in which you're headed. So you keep going there, keep revisiting that to let yourself remind yourself that I need to stop right here. Okay, and that's it. When I come to it later, because he said... Coming to the third part of Profound Knowledge, where he said you must have a theory of knowledge.   0:20:13.4 Balaji Reddie: Now, when people hear the word theory they get very put off. At least in my country, the broad doctrine is that theory is the opposite of practice. And so they think that theory belongs to the books and theory belongs at home. And when you come into the company, we all believe in being practical, right? And as you go through what Dr. Deming had to say about theory, you realize theory is a guide to better practice. And all the great practitioners are actually theorists. It's just that they don't know it, and we need to remind them. I've had enough of experience on this in my own company. And I remember when I turned on the light bulb for one of the very, very senior people in my company, he went completely quiet. He did not say anything, but I loved the way he reacted or responded to this when he started doing things very differently after the interaction that we had once. So that's with theory of knowledge. And...   0:21:19.9 Andrew Stotz: And would you say that theory of knowledge, would you correct my description of it, which is that you need to have a method of... You need to understand how you acquire knowledge?   0:21:40.1 Balaji Reddie: Yeah.   0:21:40.2 Andrew Stotz: And you gotta figure out, because acquiring knowledge, for instance, as an individual, we can play around lots of different ideas and experiments and stuff like that, but acquiring knowledge within an organization is a much harder thing. And so first is the idea that there's a level of rigor that you need in an organization to make knowledge stick.   0:22:06.9 Balaji Reddie: I think it's more about awareness. When you become aware of how you're converting information into knowledge. When you... He makes you aware of that, right? Dr. Deming gets you aware, he makes aware, "Okay, okay, wait, what's happening here?" Now, that method and all turned out to be the Plan-Do-Study-Act, whatever you call it. But he helped you understand how you're doing this, right? And you become cognizant. You get your cognitive behavior, you get very aware of things happening around you, right? You start asking the question, "Why? Why is this happening?" And then you get to the bottom of it. "Oh, when I do this, I get this." And that's when it becomes powerful for you. And then you also, "When I do this, I do not get this." And the more the theory fails, the more powerful it gets for you, because you know where it fails. So that's the awareness thing. So connectedness, being aware of the fact that it's beyond just numbers. It's about where, the variation bit, the third bit is about awareness, like I said, about learning, and the fourth, of course, about people. And he said here that all of us are born with a learning system, right? Each one of us has a learning system, a system of learning, but every single one of us has a different system of learning. We learn differently, and we learn at different speeds, at different paces, right? And so understanding the learning process of a person and then putting that person on the right job, right? He said you have to stop that person from working, and that's where joy in work comes in. People enjoy their work. I think the bottom line there is empathy when you start understanding why people do what they do, whether it's your people in the company, the customers, your suppliers, the entire system. So he says the learning process of every person needs to be understood. You want to control the market, you need to understand what makes the customer tick. You want to keep the suppliers with you, you want to understand what makes the suppliers tick, right? And what makes them tick.   0:24:23.3 Balaji Reddie: So that's the fourth part, which I would put as the word empathy. Trying to empathize. So putting this all together, he said that's what he called as Profound. So if you look at it in a broad sense, connectedness and empathy are very philosophical, and the variation and theory are very scientific. So he wanted us to be scientific and philosophical simultaneously. It's not either-or, it's and. And that's difficult to do, right? You have the big divide. You have a set of people who say, "Oh, I believe only in data. Show me the data, show me the results." And then there's a whole other set of people who says, "You gotta feel. You gotta feel for the company. Motivate." Yeah, but neither is wrong, but neither is complete. And this is complete. So this is where I found that I think we could begin, that we need to look at all these four sciences together. And of course, then came the 14 points which he laid out for us. Now, these 14 points, now if you look at them, because I just discussed the four... Of course, I've not gone into depth of each of the sciences, but I think good enough to understand what we are trying to deal with here, then you'd see that the 14 points are actually 14 consequences of this way of thinking. That you don't try to do the 14 points. When you start thinking this way, you end up with the 14 points, right? And there are some things which need to be done, right, and we need to start somewhere with this. And one of the main things that he always said is that people need to be educated about this, that people need to learn about this. And so education and training is important even when it comes to profound knowledge. And he said someone has to take the lead, all right? Someone has to get things done. And so that was his point number 14, that create a critical mass of people in the company that understand, believe, and will work towards these 14 points, right? So I'm gonna begin right there.   0:26:43.1 Andrew Stotz: I was just thinking about his saying, "One need not be an expert in any one point, [chuckle] any one of these areas." With the System of Profound Knowledge, the more I've studied it recently, which I've been working on a project recently where I had to go back to the System of Profound Knowledge, you really see that he's trying to provide a coherent, holistic system.   0:27:16.1 Balaji Reddie: Yes. I call it as a theory of leadership and management.   0:27:23.6 Andrew Stotz: Yeah. And then you start to realize that if you can understand these four things, which isn't that... It doesn't have to be that complex, it can be pretty amazing. And I know one part of my business is investing, which I do on behalf of my clients. And one of the things that makes me stand out as unique is that I don't get distracted by the random variation in the markets. And so that doesn't mean that I'm gonna get it right all the time, but what it means is that my mind is much more clear when I understand. And as I tell people about variation, I say, if you think about just your birth, the beginning of your life is a random event. You had no influence over that, who you were born of. And therefore we at least know that randomness plays one role in your life. But when you start exploring the possibility that randomness is all around you just like water, it just wakes you up and you start to realize, "Aha, I've been reacting to things," and punishing and rewarding and all of that stuff that's happening in companies. And what I'm really doing is I'm just chasing my tail. Or as Dr. Deming would say, putting out a fire. A man could run... A manager could run... Could put out fires their whole career and never improve the system.   0:29:02.8 Balaji Reddie: Yeah. A lot of activity, no work.   0:29:04.5 Andrew Stotz: Yeah.   0:29:06.2 Balaji Reddie: Okay. Incidentally, when you said about investing, one of my students who did something fascinating, I've yet to get to the bottom of it, I never sat down and asked him how he did it, but he used control charts for the stock market. And one day he explained to me, he was trying to rather, because I never... I'm not into all of that investing. That's done by my wife. I just sign the papers and she puts it in. So I... I mean, I might as well be shown the Constitution and say, "Okay, this is what it is," you know? But yeah, so he... I remember sharing with him and he said, "Can I use this for stock market?" I said, "Look, son, I don't know how this works, but I presume what you can do is this. If you had yesterday's Sensex numbers and you have today's, then you can draw a control chart for the differences, you know? And then you get an upper limit and a lower limit. And then if today's closing is so much, it can rise up to the upper control limit, that is the difference. You can add the difference to today's closing and say it can rise to so much, it can fall by so much, and likewise to the lower control limit." And then his eyes just lit up and he said, "I know what to do." And that was it. And I didn't meet him for a week. And a week later, I meet him and he says, "I want to show you something." And he opened his laptop and there were control charts all over the place and I just couldn't figure out, "So what was all this?" And then he said, "I've been following these. There are some blue chip companies and there are some..." I don't know, I don't understand these things much, but he said that, "I'm drawing a control chart for these and so I know that when it crosses the upper control limits, that's the max I can get for the share, so I sell."   0:30:55.7 Andrew Stotz: Yeah. I mean, the hard part... The stock market is purely random most of the time and it's a challenge. But one of the things... I gave a speech to my investors and I did control charts and I did it as a way of helping them understand the markets.   0:31:04.2 Balaji Reddie: Okay.   0:31:12.7 Andrew Stotz: To predict the markets is hard.   0:31:15.7 Balaji Reddie: It's hard.   0:31:16.4 Andrew Stotz: But the control chart allows us to kind of.. It allows us to understand that most of the variation is just normal ups and downs.   0:31:24.8 Balaji Reddie: Yes.   0:31:26.5 Andrew Stotz: And so don't freak out about it. That's the first thing that really helps me. So that area of variation I find very fascinating.   0:31:34.7 Balaji Reddie: Very fascinating. I used it for COVID data, by the way. And there was a lot of criticism about that, but I knew I was going in the right direction because I was plotting the charts for the percentage positive and not the number of cases that were being tested positive every day. And so if the percentage positive lay within limits, then we were safe. I mean, everyone wants a zero, I get that. But I'm just saying here, having said that we're collecting the data and we are turning out so much of positive every day, then it should lie within certain controllable or predictable limits. And when it crosses the limit is when we get a little worried. And that's what I used this for initially. I remember it was Lloyd Provost who stood by me, whereas the other practitioners were saying, "No, you cannot use control chart for COVID and for data and for epidemic and pandemic." Whereas Deming himself used it for an epidemic of cholera somewhere. I read it in his work and where he used the c-chart and he saw that areas where the points were outside limits and then they tested the water and well, well, whatever it was, it turned out to be that he found the special cause and blah, blah, blah. So that's what gave me the idea of using the control chart for COVID and it was quite fascinating.   0:32:56.5 Andrew Stotz: Yeah. Yeah, unfortunately there wasn't a lot of independent thinking during that time.   0:33:02.5 Balaji Reddie: Yeah. [laughter]   0:33:03.0 Andrew Stotz: Real serious groupthink at that time. So I had my experience in my PhD research and my job as an analyst all my life where... And I teach my students believe nothing, believe no one, demand evidence. And so I'm constantly digging and that's just the heart of being an analyst. But when I go back... I want to go back to when I was starting at Pepsi. The reason why my boss recommended me to go to the Deming seminar was simple because I knew how to work a computer. And that was 1989 when I went to work at Pepsi. And what I had, all of these loaders that were loading up trucks with Pepsi each night. We would load about 80, 90 trucks each night. And in the heat of the summer, we would work till 2:00 or 3:00 in the morning, but generally we would finish at 11:00 or midnight. But they were just... I would go to the drivers in the morning and then the drivers would come back in the afternoon and complain that the product that they needed was not on the truck. And there was just... And I went to the loaders, they go, "I put it on the truck. I don't know what you're talking about." And so there was this battle between the night loaders and the truck drivers. And so what I just did originally was I just started... I did inspection. The first thing I did is I said, "Look, before you close the doors on the trucks at night, I just want to count myself to understand what's happening here." And then I started keeping a record of that and I put that in Excel, it was Lotus 1-2-3 at the time, and then I put up charts of each person's error rate each night. And so we had a long chart. And I never actually even told them what I was doing, I just put up on the wall. And then they started looking at it over time and talking about it and then asking me questions. And it wasn't for the purpose of blaming, it was the purpose of just understanding.   0:35:01.2 Andrew Stotz: But then what we really started to see was that some people were much more accurate than others. And then we started to ask the question, "Well, how are they doing it?" And then they explained how they kept records of what they were doing and all that. And so we started to see that we could improve this. And we started to improve those numbers quite dramatically until we got to the point where I told the loaders when they were done that they were to lock the trucks and seal them and the drivers were not allowed to open them. They had to take them as is. And when everybody realized we really have to build from the beginning that this is loaded right, then we started to have massive efficiency. In the number of... Let's say you have 50 or 100 truck drivers that come in at 5:00 in the morning. It could take you till 9:00 AM to get them out the door if they've got problems and they're checking their trucks and all that. But if you've got it set right and you've done it right, we were able to rush people through the door and the drivers would get out to the LA freeways much earlier and that makes a difference for the whole day. So that was my first experience with it all. And then my boss just said, "Well, seems like you know about statistical quality control." I said, "I have no idea. I have no idea what that is." But he said, "You should go to Washington, D.C. And study with Dr. Deming." And that's my little story.   0:36:20.4 Balaji Reddie: Oh, wow. Okay.   0:36:21.6 Andrew Stotz: So how would we... What's the best way to wrap this up and think about what somebody who doesn't really necessarily have experience with the System of Profound Knowledge, you've given them some good overview. What would you like them to take away from this?   0:36:39.2 Balaji Reddie: Well, if you have now come to know about what this is, I think you could go to the W. Edwards Deming Institute website and you could subscribe and start looking into the learning pathways, systems thinking, there are a lot of catalogs available there and they've done a great job of putting things together. So they could do that reading, of course, you need to start reading, but the danger in reading Dr. Deming's work is it could put you off sometimes. And I would recommend a good place to start reading and understanding the Deming philosophy would be Henry Neve's book, The Deming Dimension. It's a very good start, one of the best introductions. You could always build upon that. So along with having Out of the Crisis, The New Economics, and Essential Deming, which was put together by Joyce Orsini, these are the three essential Deming books which contain papers, his own works, and then use Deming Dimension as a guide, so to say. You could read the books together and you could read profound knowledge to begin with. And once you get a good idea about what there is, then the question comes is where do we start? And that's where I just ended by saying that we start at point number 14 about creating a critical mass and take on leadership, right? So somebody has to take the lead. So what we could do is, I think the next time we meet, we could begin with that, how do we start? So we'll talk about the principles of leadership that W. Edwards Deming spoke of and what did he expect the leaders to do once you've decided or you've started seeing things differently and you say, "No, I need to do something about this. I need to start somewhere." And so we'll start with the principles of leadership. That's the way I look at it.   0:38:44.5 Andrew Stotz: Fantastic. Well, I look forward to our next conversation, how we can start to think about how we take this information and make a better world and make a better company, feel better. And so from everybody at the Deming Institute, I want to thank you again for this discussion. And for listeners, remember to go to deming.org and jump into DemingNext to continue your journey.   0:39:09.7 Balaji Reddie: Yes.   0:39:11.1 Andrew Stotz: It's an exciting tool. And this is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is: "People are entitled to joy in work."

In hour four, Hoch, Crowder, Appel, and Jimmy debate Coke or Pepsi. Breaking Marlins news where Robby Snelling has elected to get Tommy John surgery. Plus, a texter's comment on why we don't talk about flopping in the NBA Playoffs.

Allison Ellsworth built Poppi from a homemade prebiotic soda to a $2 billion brand acquired by Pepsi… but you already know that. Today, Allison talks about what happens afterward, and how to follow-up a successful first act. Allison opens up about the unexpected grief of letting go of a company that was her identity, and the pressure of building a new company after a successful exit. She also digs into advice for anyone who has a different money mindset than their spouse, and how to find common ground.  Plus, Allison shares how she's talking to her three young kids about money and work— and why her kids waving her off with "Have fun, Mom" is her greatest parenting win. Check out Nicole's financial literacy course The Money School Find a Financial Advisor or Financial Coach from Nicole's company Private Wealth Collective Watch video clips from the pod on Money Rehab's Instagram and Nicole Lapin's Instagram Keep up with Allison on Instagram and TikTok Here's what Nicole covers with Allison:  00:00 Are You Ready for Some Money Rehab?  01:10 When the Wire Hit 03:20 What People Get Wrong About "Billionaire" Headlines  04:15 The $50K Investment That Went Bankrupt Overnight  05:50 What Skills Transfer From Running a Company to Managing Wealth (And What Don't) 07:30 Running Your Personal Finances Like a Business  09:00 The Grief Nobody Warns Founders About  11:05 Separating Your Identity From Your Company  13:00 Founder-Led Content and What's Coming Next in Brand Building  15:20 Building the Second Company Differently  17:40 Self-Funding vs. Taking on Investors  19:30 The Emotional Payoff of Returning Money to Early Investors  21:45 Making 44 People Millionaires  22:00 Lessons From Being a Shark on Shark Tank 23:30 Female Founders, Mom Guilt, and "Spreadsheets in the Bedsheets"  26:40 Opposite Money Mindsets in a Marriage  31:30 Why Allison Has No “Fear Gene” 33:30 Raising Kids With Money Values 36:55 How to Talk to Your Kids About Work Without Losing Them  39:00 Buying Back Time 41:00 Secure the Bag 45:25 Allison Ellsworth's Tip You Can Take Straight to the Bank

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The meeting between President Donald Trump and his Chinese counterpart Xi Jinping will set the tone for three more this year. We examine what and what not to expect. Pepsi has been losing ground to Coca Cola recently; to catch up, it may have to become more like its rival. And this year's Venice Biennale is uncomfortably besieged by geopolitics. Guests and host:Simon Rabinovitch, Beijing bureau chiefShera Avi-Yonah, business correspondentAlexandra Suich Bass, culture editorRosie Blau, co-host of “The Intelligence”Jason Palmer, co-host of “The Intelligence”Topics covered: Trump/Xi summit, geopoliticsCoca Cola, Pepsi, businessVenice Biennale, cultureGet a world of insights by subscribing to Economist Podcasts+. For more information about how to access Economist Podcasts+, please visit our FAQs page or watch our video explaining how to link your account. Hosted on Acast. See acast.com/privacy for more information.

The meeting between President Donald Trump and his Chinese counterpart Xi Jinping will set the tone for three more this year. We examine what and what not to expect. Pepsi has been losing ground to Coca Cola recently; to catch up, it may have to become more like its rival. And this year's Venice Biennale is uncomfortably besieged by geopolitics. Guests and host:Simon Rabinovitch, Beijing bureau chiefShera Avi-Yonah, business correspondentAlexandra Suich Bass, culture editorRosie Blau, co-host of “The Intelligence”Jason Palmer, co-host of “The Intelligence”Topics covered: Trump/Xi summit, geopoliticsCoca Cola, Pepsi, businessVenice Biennale, cultureGet a world of insights by subscribing to Economist Podcasts+. For more information about how to access Economist Podcasts+, please visit our FAQs page or watch our video explaining how to link your account. Hosted on Acast. See acast.com/privacy for more information.

Elad Gil (@eladgil) is CEO of Gil & Co, a multi-stage investment firm, holding company, and operating company working on the world's most advanced technologies. Elad is a serial entrepreneur, operating executive, and investor or advisor to private companies, including AirBnB, Anduril, Coinbase, Figma, Instacart, OpenAI, SpaceX, and Stripe. He was previously VP of Corporate Strategy at Twitter and started mobile at Google. He was the founder and CEO of Mixerlabs and Color. Elad is the author of the bestseller High Growth Handbook: Scaling Startups from 10 to 10,000 People.This episode is brought to you by:Matic the intelligent robot vacuum and mop that navigates obstacles and needs no babysitting: MaticRobots.com/TimAG1 all-in-one nutritional supplement: DrinkAG1.com/TimEight Sleep Pod Cover 5 sleeping solution for dynamic cooling and heating: EightSleep.com/Tim Helix Sleep premium mattresses: HelixSleep.com/TimTimestamps[00:00:00] Start.[00:02:21] What's the “AI personal IPO” that just quietly happened across Silicon Valley?[00:05:28] Tens to hundreds of millions per researcher: What top AI pay packages actually look like.[00:06:44] The compute ceiling: Why Korean memory fabs are the unlikely bottleneck throttling every AI lab on earth.[00:11:11] From zero to $30B run rate: The fastest revenue ramps in the history of capitalism.[00:17:24] The dot-com survival rate was one in 100. Buckle up, AI founders.[00:20:35] Your value-maximizing window: Why the next 12–18 months may be as good as it gets.[00:21:32] Durable advantage — and why the AI market is an oligopoly (for now).[00:24:12] Exit options for AI founders: labs, hyperscalers, vertical players, and the underrated merger of equals.[00:28:11] Math, biology, and intuitive leaps: Elad's pre-investing background.[00:29:42] Elad's revisionist genesis story.[00:30:50] Go where the cluster is: 91% of global AI private market cap lives in a 10×10 mile square.[00:33:20] The accidental investor: Patrick Collison walks, Airbnb intros, and deals that just happened.[00:34:37] Want money? Ask for advice. Want advice? Ask for money.[00:35:00] The High Growth Handbook: Tactical guide, not bedtime reading.[00:35:41] Market first, team second — with a Perplexity-and-Anduril asterisk.[00:37:43] Smoke in the distance: AlexNet and the transformative GPT-3 moment.[00:45:15] AI cold-reading: Feeding photos to the model and getting eerily accurate personality reads.[00:48:56] Has Elad ever done a retrospective on his own investing?[00:52:13] Power laws are terrifying: 10 companies, 80% of returns, two decades.[00:55:53] Avoiding science projects, and how SPACs accidentally saved hard tech investing.[00:59:20] The one-belief framework: Coinbase = crypto index. Stripe = e-commerce index. That's the whole memo.[01:00:54] Due diligence theater vs. the one question that actually matters.[01:02:13] The four-year vest is a relic: How venture capital ate growth investing.[01:07:16] Boards as in-laws: You can't fire them, so choose wisely.[01:09:47] “Valuation is temporary. Control is forever.” — Naval Ravikant, as quoted by Elad, as relayed to you.[01:11:30] How great companies actually grew: toolbars, name-targeted ads, and billions in distribution spend.[01:15:36] Selling software vs. selling labor hours: The real shift generative AI made.[01:18:40] Spotting a great market: regulatory shifts, technology shifts, and Hashi getting bought by IBM.[01:21:28] Fake TAM, real TAM, and the Coke CEO who realized he wasn't in the soda business.[01:22:47] Right now, consensus is just correct. Save the contrarianism for later.[01:25:15] Market entry vs. market disruption: SpaceX launched rockets, then disrupted the internet.[01:26:16] How Elad learns: X, papers, 20-minute calls with the right people — and four AI models running in parallel.[01:27:15] Deep dive: ADHD, autism, and why diagnostic rates soared without more people actually having it.[01:33:40] Longevity for realists: sleep, creatine, and maybe rapamycin when the real drugs arrive.[01:40:30] Ibogaine, anesthesia, and the next frontier of bioelectric medicine.[01:45:15] Elad's first-ever 10-year plan — and why making one changes everything.[01:46:53] Parting thoughts.*For show notes and past guests on The Tim Ferriss Show, please visit tim.blog/podcast.For deals from sponsors of The Tim Ferriss Show, please visit tim.blog/podcast-sponsorsSign up for Tim's email newsletter (5-Bullet Friday) at tim.blog/friday.For transcripts of episodes, go to tim.blog/transcripts.Discover Tim's books: tim.blog/books.Follow Tim:Twitter: twitter.com/tferriss Instagram: instagram.com/timferrissYouTube: youtube.com/timferrissFacebook: facebook.com/timferriss LinkedIn: linkedin.com/in/timferrissSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.